Rebuilding

Apuntes

Rebuilding Lego, Brick by Brick For further information: Keith Oliver, London: keith.oliver@booz.com Edouard Samakh, London: edouard.samakh@booz.com Peter Heckmann, Düsseldorf: peter.heckmann@booz.com Booz & Company from strategy+business issue 48, Autumn 2007 reprint number 07306 strategy+business ReprintEscriba el texto aquí features s+b case study 1 Lego art by Sean Kenney Photographs by Matthew Septimus by Keith Oliver, Edouard Samakh, and Peter Heckmann features s+b case study 2 How a supply chain transformation helped put the beloved toymaker back together again. features s+b case study 3 strategy + business issue 48 n the surface, the Lego Group didn’t look as if it was in trouble. The fourth-largest toy- maker in the world at the time (today it is fifth-largest), the Lego Group sold €1 billion (US$1.35 billion) worth of toys in 2004, ranging from its snap-together bricks for young children to Mindstorms, a line of do-it-yourself robot kits for older kids. Even in the digital age, its toys main- tained a surprisingly firm grip on the market and seemed to adapt well to changing tastes. The company’s steady stream of new products routinely generated three-quarters of its yearl...