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    Case Study

    The LEGO group: Family business resilience (B)

    By Denise H. Kenyon-Rouvinez, Anne-Catrin Glemser and Philip Whiteley
    2 pages
    October 2014
    Order this case study
    Reference: IMD-7-1623

    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.
    Keywords
    Family Business, Crisis, Next Generation, Succession, Generational Transition, Governance, Leadership, Ownership, Strategy, Turnaround Management, Resilience, Innovation, Brand, Value, Communication
    Settings
    World/global, Denmark
    Lego Group (The), Consumer Goods, Toys and Games
    1995-2013
    Type
    Published Sources
    Copyright
    © 2014
    Available Languages
    English
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    This case study is part of a series
    • The LEGO group: Family business resilience (A)
    • The LEGO group: Family business resilience (B)
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    By Denise H. Kenyon-Rouvinez Anne-Catrin Glemser and Philip Whiteley
    Case reference: IMD-7-1622 ©2014
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    Reference IMD-7-1622
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    Organization Lego Group (The)
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