Ref: IMD-7-1623

Case study

Reference: IMD-7-1623

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The Lego Group: Family business resilience (B)

By Denise H. Kenyon-Rouvinez, Anne-Catrin Glemser and Philip Whiteley

In late 2004, Jørgen Vig Knudstorp was appointed chief executive, replacing Poul Plougmann. Kjeld Kirk Christiansen stayed as president, but moved away from day-to-day management. Poul Plougmann and Francesco Ciccolella, head of corporate development, left the company. Knudstorp set out a three-phase approach to the turnaround. By 2014, The LEGO Group had become the global leader in the toy market, the fastest-growing and most profitable company in the toy industry.

Learning Objective

Discussion of the three-phase approach to the turnaround and of the achievements, results and future challenges.

KeywordsBrand, Communication, Crisis, Family Business, Generational Transition, Governance, Innovation, Leadership, Next Generation, Ownership, Resilience, Strategy, Succession, Turnaround Management, Value
SettingsGlobal, Denmark
Lego Group (The)
1995-2013
TypePublished Sources
Copyright©2014
LanguageEnglish
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Reference: IMD-7-1623

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Case study

Reference: IMD-7-1623

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