Given the massive changes happening in the world today, the role of OPEX is more crucial than ever. Europe's leading OPEX and Business Transformation gurus will be coming together at OPEX Week Europe to share and benchmark their experiences, their insight and their advice with the community. Download the OPEX Week Europe Event Guide to learn more >>
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.
It is becoming increasingly clear that enterprise-wide collaboration is a critical ingredient for success. With insight from Katie McConochie, Senior Director of Process & Change at Inmarsat and our research from our recent benchmarking report, this new interactive content piece explores:
In the run up to OPEX Europe 2019, the PEX Network spoke with Gino d’Hont from innogy SE to see how RPA and Process Mining are impacting business processes at innogy SE and how they have utilised these tools to overcome the challenges of wider transformation.
Download the full interview today
What is the better way of structuring your organisation? Do you ensure that all processes, policies and communications come from one place in a centralised model – and risk missing a trick in a local market? Or do you let each region operate autonomously – and risk huge differences in quality, service and expectations between locations?