2019 World-Class Content
Over the past 15 years, LEGO has achieved what has come to be appreciated as the greatest U-turn in corporate history. In 2004 the Danish-born company was drowning in $800m of debt and was being hit by a 30% loss in sales year-on-year.
Despite being arguably the most recognizable toy brand on the planet, 50 years on from it’s inception the plastic brick-maker was struggling to stay afloat in the midst of a rapidly changing market. Verging onto bankruptcy, something had to change.
With the appointment of new CEO Jørgen Vig Knudstorp that same year, LEGO underwent a transformation that radically rebuilt the core business, brick by brick. By 2005, the company had turned its first profit in two years, it quadrupled its return between 2008 and 2010 and in 2015 it announced profits of $660m. Key to this transformation was the implementation of a culture of continuous improvement that had the strength and longevity to keep up with the company’s unprecedented growth.
Here, we share essential insights from Peter’s 28-years of experience in the change sphere and his personal building blocks for continuous improvement.
Case Study by our sponsor, Comidor
What does it truly take to drive process excellence in a commercial organization? With commentary from Xavier Fenard, Head of Process Management at world leading steel manufacturer ArcelorMittal Europe Flat Products, we summarise a decade’s worth of first-hand knowledge on the successful enhancement of organisational performance.
Uncover this exclusive guide to discover the essential elements for the delivery of a successful process management system, as well as:
- How to put the philosophies of process governance into action.
- The value of a bottom-up communications model in the improvement of operations and performance.
- Predictions for the next big technologies in process management for mature organisations.
Discover how to:
- Embrace process excellence by setting yourself up with automation and digitalisation
- Conceptualising and delivering the digital transformation and robotic automation agenda for Barclaycard back office operations – portfolio of c. £13m of strategic investment secured in 2017
- Successfully deliver an in-year cost benefit of £5.1million against a target of £4.5 milliion in 2016, £2.8 million against a target of £1.6 million in 2015 for global business solutions business in Barclaycard
- Digital interfacing with customers and making life simpler for the front office
- Optimise senior management engagement in your project
How can leaders establish a culture of continuous improvement to drive change, innovation and sustainability in their organisations?
>> Discover the key to being a world-class leader