CASE STUDY
An in-depth description of a firm’s approach to an IT management issue (intended for MBA and executive education)
Working Paper: Case Study
Transforming the LEGO Group for the Digital Economy
To avert bankruptcy, the LEGO Group had transformed itself starting in 2004 “to become a digital company.”
Abstract
To avert bankruptcy, the LEGO Group had transformed itself starting in 2004. As it entered 2016, the company was poised for a new transformation. This time the transformation builds on the strength of an enterprise platform the company developed to provide needed discipline around core business processes. The goal of the new transformation is “to become a digital company.” Although the company already looked digital in 2016, management felt it had not become digital—in its products and processes. This case describes the LEGO Group’s journey to become a successful digital company.
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About the Authors
MIT CENTER FOR INFORMATION SYSTEMS RESEARCH (CISR)
Founded in 1974 and grounded in MIT's tradition of combining academic knowledge and practical purpose, MIT CISR helps executives meet the challenge of leading increasingly digital and data-driven organizations. We work directly with digital leaders, executives, and boards to develop our insights. Our consortium forms a global community that comprises around seventy organizations.
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Commonwealth Superannuation Corp. (Australia)
Cuscal Limited (Australia)
CVS Health
Dawn Foods
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Doosan Corporation (Korea)
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International Motors
Jewelers Mutual
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Keurig Dr Pepper
King & Wood Mallesons (Australia)
Mater Private Hospital (Ireland)
Nasdaq, Inc.
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Nomura Research Institute, Ltd. Systems Consulting Division (Japan)
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QBE
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Truist Financial Corporation
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