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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.”
CASE STUDY

An in-depth description of a firm’s approach to an IT management issue (intended for MBA and executive education)

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 CISR Researcher

Peter Andersen, Aarhus University

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Jeanne Ross, MIT Sloan Center for Information Systems Research (CISR)

MIT SLOAN CENTER FOR INFORMATION SYSTEMS RESEARCH 

Founded in 1974 and grounded in the MIT tradition of rigorous field-based research, MIT CISR helps executives meet the challenge of leading dynamic, global, and information-intensive organizations. Through research, teaching, and events, the center stimulates interaction among scholars, students, and practitioners. More than ninety firms sponsor our work and participate in our consortium. 

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