Computer History Museum slideshare 101910

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The document discusses how the LEGO Group has nurtured a global brand community by fostering collaboration and co-creation with users. It provides examples of how LEGO has partnered with communities and individuals around the world to develop new products, build user engagement, and inspire creativity with LEGO bricks. The LEGO Group's brand community approach has helped sustain the company and ensure the future of the LEGO play experience.

The beginning ©2010 The LEGO Group - Tormod Askildsen – page 2

1932–47 Heritage: quality
©2010 The LEGO Group - Tormod Askildsen – page 3

1958–79 Heritage: system
©2010 The LEGO Group - Tormod Askildsen – page 4

1979-96 Heritage: creativity
©2010 The LEGO Group - Tormod Askildsen – page 5

1998 - Game Changer ©2010 The LEGO Group - Tormod Askildsen – page 6

The “RCX hacker”
Kekoa Proudfoot, student at Stanford University (at the time)
©2010 The LEGO Group - Tormod Askildsen – page 7

FIRST® LEGO® League (FLL)
©2010 The LEGO Group - Tormod Askildsen – page 8

Capable User Partners ©2010 The LEGO Group - Tormod Askildsen – page 9

10 mins -> 12 sec ©2010 The LEGO Group - Tormod Askildsen – page 10

…a value creating system
©2010 The LEGO Group - Tormod Askildsen – page 12

People, relationships ©2010 The LEGO Group - Tormod Askildsen – page 13

LEGO Ambassadors ©2010 The LEGO Group - Tormod Askildsen – page 14

Set Expectations Be Respectful

Ensure Win-Win Be Inclusive

Ensure
Be Reliable
Transparency

Limit Secrecy Fair Compensation

Collaboration with fans ©2010 The LEGO Group - Tormod Askildsen – page 15

In a basement in LA…
Henry Lim, USA
©2010 The LEGO Group - Tormod Askildsen – page 16

…a community center in Oslo…
Brikkelauget, Norway
©2010 The LEGO Group - Tormod Askildsen – page 17

…at the Beijing Olympics…
Hong Kong LEGO Users Group
©2010 The LEGO Group - Tormod Askildsen – page 18

… a back alley in Rome…
Jan Vormann, Germany
©2010 The LEGO Group - Tormod Askildsen – page 19

Drew Baldwin
Maclane Baldwin
Mike Baldwin
Bryan Bonahoom
Kathie Bonahoom
John Brost
Bunnie Cleland
Steven Canvin
Brian Davis
Andrew Dykstal
Heather Hassenplug
Kurt Hassenplug
Matt Hassenplug
Steve Hassenplug
Doren de Jong
Jacqueline McRae
Ron McRae
Zoe McRae
Chad Phillips
Tom Phillips
Barbara Price
Dan Siders
Jenn Wagner

…at a museum in Silicon Valley…
©2010 The LEGO Group - Tormod Askildsen – page 20

… a convention center in Frankfurt…
Rainer Brendler, Germany
©2010 The LEGO Group - Tormod Askildsen – page 21

Consumer Affinity Pyramid
©2010 The LEGO Group - Tormod Askildsen – page 22

Tra d e m a rk Bra nd

Comp a ny Cons ume r
Comme rc ia l Emotiona l
Prote c te d Inc lus ive

Challenge… ©2010 The LEGO Group - Tormod Askildsen – page 23

LEGO Certified Professionals
©2010 The LEGO Group - Tormod Askildsen – page 24

René Hoffmeister ©2010 The LEGO Group - Tormod Askildsen – page 25

Sean Kenney ©2010 The LEGO Group - Tormod Askildsen – page 26

Dirk Denoyelle ©2010 The LEGO Group - Tormod Askildsen – page 27

Nathan Sawaya ©2010 The LEGO Group - Tormod Askildsen – page 28

10 lead users 76 model drafts 30 final designs

March 2006 June 2006 March 2007

Co-creation ©2010 The LEGO Group - Tormod Askildsen – page 29

LEGO Universe Partners ©2010 The LEGO Group - Tormod Askildsen – page 30

Publishing business
Editor: Joe Meno, USA
©2010 The LEGO Group - Tormod Askildsen – page 31

1 te s t SKU
200

J uly 20 07 J uly 2008 J a n 2009 Ma y/J uly 200 9

LEGO Architecture business
Adam Reed Tucker and LEGO New Business Group
©2010 The LEGO Group - Tormod Askildsen – page 32

LEGO Jewelry pilot
Lisa Taylor and LEGO New Business Group
©2010 The LEGO Group - Tormod Askildsen – page 33

LEGO® Cuusoo.com ©2010 The LEGO Group - Tormod Askildsen – page 34

With all the support for
the SHINKAI 6500, we
have decided to launch
an official LEGO® set
based on the original
ideas from @guy in 2010.

LEGO® Cuusoo latest news ©2010 The LEGO Group - Tormod Askildsen – page 35

915.103.765

The interesting thing about a Social Object
is the not just the object itself, but the
conversations that happens around them

Social Objects ©2010 The LEGO Group - Tormod Askildsen – page 36

Most recent hit on YouTube
©2010 The LEGO Group - Tormod Askildsen – page 37

What if…
… all the world’s LEGO content was made easily
visible and created a snowball effect of inspiration
©2010 The LEGO Group - Tormod Askildsen – page 38

What if…
… we connected all the world’s LEGO enthusiasm,
so there were no more lost “LEGO souls” out there
©2010 The LEGO Group - Tormod Askildsen – page 39

Our EGO is smaller than it used to be
Our community is bigger than the company

Together we create value
We believe this will sustain our future

©2010 The LEGO Group - Tormod Askildsen – page 40

“Ye llow” b y Na tha n Sa wa ya

The “essence of LEGO”
“Being able to express something that I see in
my head so that other people can see it.”
©2010 The LEGO Group - Tormod Askildsen – page 41

This document discusses online communities of participation and collaboration in classrooms and beyond. It notes that unlike one-way entertainment of the 20th century, communities of participation allow people to become part of phenomena by spreading content or creating new content from it, as noted by a YouTube trends manager. Examples of participatory online communities mentioned include those on YouTube, Facebook, Google Drive, and secret student groups.

The ds106 Files: Outbreaks of Infectious and Open Acts of Creativity

Alan Levine

Keynote presentation for TechFest 2013, University of Alaska-Fairbanks http://www.alaska.edu/oit/techfest/ While much of higher education seems hunkered down in crises of a broken system or MOOC takeover, reports are filtering in from the distal portions of the internet where open, spontaneous, volunteered acts of creative expression seem to be spreading at alarming rates. These reports have been traced to a loose federation of registered students, teachers, and openly participating individuals of all ages in something known as ds106, an open course in digital storytelling. Patient Zero has been traced to students at the University of Mary Washington, but activity has spread to multiple institutions, K-12 schools, retirees, artists, and people of various affiliations across North America, Europe, Africa, and Australasia. The report highlights the manifestations of this creativity in individually managed internet domains and self-hosted blogs, demonstrated in visual, audio, video, and remixed media, extensively reflected upon. Intense activity has been spotted in blog comments, twitter, Google Plus, and social media platforms, including the current incarnation as a "headless" course. The most intense focus areas are around atypical course constructs of daily creative challenges, a web-based radio station, and an open assignment bank. It is likely some of you will be affected by contact with this information and may end up devoting time to creating animated GIFs, remixed movie trailers, and radio shows.

Making Enterprise Architecture Succeed at Tax Norway

Tormod Varhaugvik

Smidig i MAG og skatteetaten

Smidigkonferansen

Fra silo til micro services

Tormod Varhaugvik

Presentasjon fra Arkitektur i praksis på Software 2016. Modernisering av gamle systemer viser seg meget vanskelig. Det er ikke bare å skrive om. Skatteetaten har klart ett paradigmeskifte både på arkitektur og implementasjon, og presenterer mønstre bak reelle løsninger. For å dra nytte av nye teknologier (PaaS, In-memory, NoSql, Reactive, Immutable) må du forstå hvordan domenet skal representeres i det nye. Jeg opplever at det er utfordrende for mange å forstå dette paradigmeskiftet, som representerer løsninger for det 21. århundre. 3 basisteknologier, 3 sentrale komponenter og bruk av 8 designmønstre presenteres i detalj for å forklare helheten.

Ecosystem Design

Pablo Sanchez Martin

Pablo Sanchez is the director of user experience design with experience leading UX teams for companies like HP, Yahoo, Western Digital, and others. He discusses how the proliferation of mobile devices and cloud services has changed consumer habits and expectations, with people now demanding access to content and services anywhere, anytime across fragmented digital lives. However, building unified ecosystems that meet these expectations across organizations is challenging due to coordination costs. Sanchez argues the goal for experience designers is to design user-centered ecosystems of devices, objects, services, and platforms in a simple, delightful way. Human: Thank you for the summary. Can you provide a 2 sentence summary as well?

Principles of marketing

Amna Abrar

ROLE MODEL: JORGEN VIG KNUDSTORP (LEGO CEO)

Arisnaufal Malik

Jorgen Vig Knudstorp was hired in 2004 to save LEGO from bankruptcy as the first non-family CEO. He stripped down unnecessary parts of the business, changed senior designers to LEGO fans, and reinvigorated the company's vision. Through strategic decisions like outsourcing and partnerships on films, Knudstorp led LEGO to profitability within a few years and it has continued to grow successfully. The document discusses his background, strategies for turning LEGO around, and analysis of his leadership competencies and philosophies that made him an effective role model as an entrepreneur.

The document discusses Cross-Cultural Management at LEGO, including how LEGO's values and corporate identity developed over time prior to LEGO Media International, the challenges LEGO faced when expanding into other cultures through initiatives like LEGO Land parks, and how the cultural homogeneity at LEGO's headquarters influenced their ability to manage cross-culturally as they grew into a global brand organization.

Power Of Us

marcdierens

Lego company

caeschliman

The document summarizes the history, current state, challenges, and future directions of the Lego Company. It outlines that Lego was founded in 1942 and introduced its system of interlocking plastic bricks in 1955. While Lego now faces competition from technological toys, the company believes its long history of excellent products and ability to meet challenges will allow it to survive into the future through developing interactive websites and using Lego as a teaching aid.

The history of the lego group in one slide

David Robertson

The document summarizes the history of LEGO sales from 1932 to 2012 through various periods of growth, innovation, stagnation, crisis, and recovery. It shows that LEGO was founded in 1932 and grew steadily until experiencing stagnating sales in 1993. Sales plunged further in 2003 due to a lack of new Star Wars and Harry Potter movies driving toy sales. LEGO recovered by changing its innovation process, forming new teams, and creating tools to focus and direct innovation efforts, leading to unprecedented growth since 2007.

Lego group

Alexander Gubarev

The LEGO Group has a long history starting in 1932 when it began as a wooden toy company. It introduced the now famous LEGO brick in 1958. Key events included the introduction of minifigures in 1974, LEGOLAND parks in 1968, and a partnership with MIT in 1984. Today it is the third largest toy manufacturer, earns over $23 billion annually, and produces over 45 billion LEGO bricks per year. The company's strategy is to strengthen its core business and leverage digitalization, while securing innovative processes and involving children in product development. It is owned by the Kirk Kristiansen family and aims to provide LEGO play experiences to as many children as possible around the world.

Bis presentation on my report

HaochengSun4

LEGO is a toy company founded in 1932 in Denmark by Ole Kirk Christiansen. It began as a wooden toy company and later switched to plastic LEGO bricks. The company has passed down from father to son and is now owned by a grandson of the original founder. The author chose to focus on LEGO because they loved playing with LEGO bricks as a child and appreciated the company's quality products, creativity, and role in developing spatial thinking skills through sets like educational robotics lines. While video games now compete for children's time, the author hopes LEGO continues innovating and inspiring learning for many more years.

Module 11 - Case Study 1.pptx

caniceconsulting

LEGO had experienced a period of crisis as it introduced new products with rare pieces and extravagant sets that increased costs. Temporary successes from licenses like Star Wars did not compensate for overall losses. Jørgen Vig Knudstorp joined LEGO in 2001 and led a refocus on reducing costs, improving products, and reviving key lines like City and Technic. He also started using digital components and creating an online community to complement the LEGO experience. Under his leadership, LEGO's yearly income went from a loss to notable profit, with turnover increasing 600% from 6.3 to 37.9 billion by 2016. Today LEGO is considered the most profitable game manufacturer.

To succeed in social media, you need to be social

Andrew Arnold

Case 12 LEGO Group An Outsourcing JourneyMarcus Møller Larsen.docx

wendolynhalbert

Case 12: LEGO Group: An Outsourcing Journey Marcus Møller Larsen Torben Pedersen Dmitrij Slepniov PROLOGUE 1The last five years’ rather adventurous journey from 2004 to 2009 had taught the fifth-largest toy-maker in the world—the LEGO Group—the importance of managing the global supply chain effectively. In order to survive the largest internal financial crisis in the company’s roughly 70 years of existence, resulting in a deficit of DKK1.8 billion in 2004, the management had, among many initiatives, decided to offshore and outsource a major chunk of LEGO’s production to Flextronics, a large Singaporean electronics manufacturing services (EMS) provider. In this pursuit of rapid cost-cutting sourcing advantages, the LEGO Group planned to license out as much as 80 per cent of its production, besides closing down major parts of the production in high-cost countries. Confident with the prospects of the new partnership, the company signed a long-term contract with Flextronics. “It has been important for us to find the right partner,” argued Niels Duedahl, a LEGO vice-president, when announcing the outsourcing collaboration, “and Flextronics is a very professional player in the market with industry-leading plastics capabilities, the right capacity and resources in terms of molding, assembly, packaging and distribution. We know this from looking at the work Flextronics does for other global companies.”1 2This decision would eventually prove to have been too hasty, however. Merely three years after the contracts were signed, LEGO management announced that it would phase out the entire sourcing collaboration with Flextronics. In July 2008, the executive vice-president for the global supply chain, Iqbal Padda, proclaimed in an official press release, “We have had an intensive and very valuable cooperation with Flextronics on the relocation of major parts of our production. As expected, this transition has been complicated, but throughout the process we have maintained our high quality level. Jointly we have now come to the conclusion that it is more optimal for the LEGO Group to manage the global manufacturing setup ourselves. With this decision the LEGO supply chain will be developed faster through going for the best, leanest and highest quality solution at all times.”2 PhD Fellow Marcus Møller Larsen, Professor Torben Pedersen and Assistant Professor Dmitrij Slepniov wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ive ...

Case 12 LEGO Group An Outsourcing Journey Marcus Møller.docx

wendolynhalbert

Case 12: LEGO Group: An Outsourcing Journey Marcus Møller Larsen Torben Pedersen Dmitrij Slepniov PROLOGUE 1 The last five years’ rather adventurous journey from 2004 to 2009 had taught the fifth- largest toy-maker in the world—the LEGO Group—the importance of managing the global supply chain effectively. In order to survive the largest internal financial crisis in the company’s roughly 70 years of existence, resulting in a deficit of DKK1.8 billion in 2004, the management had, among many initiatives, decided to offshore and outsource a major chunk of LEGO’s production to Flextronics, a large Singaporean electronics manufacturing services (EMS) provider. In this pursuit of rapid cost-cutting sourcing advantages, the LEGO Group planned to license out as much as 80 per cent of its production, besides closing down major parts of the production in high-cost countries. Confident with the prospects of the new partnership, the company signed a long-term contract with Flextronics. “It has been important for us to find the right partner,” argued Niels Duedahl, a LEGO vice-president, when announcing the outsourcing collaboration, “and Flextronics is a very professional player in the market with industry-leading plastics capabilities, the right capacity and resources in terms of molding, assembly, packaging and distribution. We know this from looking at the work Flextronics does for other global companies.”1 2 This decision would eventually prove to have been too hasty, however. Merely three years after the contracts were signed, LEGO management announced that it would phase out the entire sourcing collaboration with Flextronics. In July 2008, the executive vice- president for the global supply chain, Iqbal Padda, proclaimed in an official press release, “We have had an intensive and very valuable cooperation with Flextronics on the relocation of major parts of our production. As expected, this transition has been complicated, but throughout the process we have maintained our high quality level. Jointly we have now come to the conclusion that it is more optimal for the LEGO Group to manage the global manufacturing setup ourselves. With this decision the LEGO supply chain will be developed faster through going for the best, leanest and highest quality solution at all times.”2 PhD Fellow Marcus Møller Larsen, Professor Torben Pedersen and Assistant Professor Dmitrij Slepniov wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights orga ...

Shut Up and Take My Money: LEGO Does Crowdsourcing

Tim Courtney

This presentation was given on March 11, 2013 at SXSW Interactive in Austin, TX. Here is the orignial description from the conference schedule: Come hear from the intrapreneurs with a web-startup mindset who opened the LEGO Group to solicit and deliver crowdsourced products. In 2011, LEGO opened its factory doors with LEGO CUUSOO, allowing fans to propose designs for new products and collect votes from their peers. The LEGO Minecraft proposal in late 2011 took the beta site (and the Internet) by storm and became a hit product of the summer. But to LEGO fans with high expectations, something seemed rotten in Denmark. Transforming this crowdsourcing dream into reality was a lot harder than stacking a few bricks together. LEGO CUUSOO allowed acute demand to emerge overnight, and when it did, production resources in the traditional manufacturing company remained fixed and finite. The company learned pointed lessons about transforming fan concepts into real products under public scrutiny, and will share hard-learned best practices that will help you allow your fans to drive product innovation.

Into the LEGO World

Giorgio I.M. Borgonovo

Creating the LEGO mood and promoting the LEGO style. LEGO Group wants to embrace a digital transformation to be more attractive and exciting. To this purpose it must undertake some initiatives to mix harmonically atoms and bits and create a new kind of experience for its stakeholders, the builders of tomorrow. This document provides an overview of some issues I have noticed from outside and offers some suggestions. It does not mean to be a comprehensive solution, but just a poke to undertake some changes.

Progress report2012

Carlos Silva

The LEGO Group had $45.7 billion in sales in 2012, producing over 86,000 LEGO bricks per minute. If stacked end to end, the bricks sold in 2012 would circle the earth over 18 times. The LEGO Group connects with customers through social media, with over 3.4 million Facebook likes and 25 million YouTube views. The document provides an overview of the LEGO Group's business highlights in 2012, its commitment to sustainability, engagement with stakeholders, and financial performance.

Lego

Rehan Fazal

Lego began as a wooden toy company in Denmark in the 1890s and started producing plastic toys in 1947. It is best known for its interlocking plastic bricks which were invented in 1949. Since then, Lego has expanded to include thousands of sets across various themes. The precision engineering of the bricks allows them to stick together firmly while being easily separated. Lego pieces are manufactured from ABS plastic in plants around the world. Technological advancements include Lego Mindstorms robotics sets in 1998 and Lego-themed amusement parks which showcase how far the simple plastic bricks have come.

Lego Final Audit Book

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Computer History Museum slideshare 101910

1. Nurturing a value creating brand ecosystem Fo s te rin g Bra n d Co m m u n ity va lu e c re a tio n Computer History Museum Computer History Museum September 29, 2010 29 September 2010

20. Drew Baldwin Maclane Baldwin Mike Baldwin Bryan Bonahoom Kathie Bonahoom John Brost Bunnie Cleland Steven Canvin Brian Davis Andrew Dykstal Heather Hassenplug Kurt Hassenplug Matt Hassenplug Steve Hassenplug Doren de Jong Jacqueline McRae Ron McRae Zoe McRae Chad Phillips Tom Phillips Barbara Price Dan Siders Jenn Wagner …at a museum in Silicon Valley… ©2010 The LEGO Group - Tormod Askildsen – page 20

35. With all the support for the SHINKAI 6500, we have decided to launch an official LEGO® set based on the original ideas from @guy in 2010. LEGO® Cuusoo latest news ©2010 The LEGO Group - Tormod Askildsen – page 35

36. 915.103.765 The interesting thing about a Social Object is the not just the object itself, but the conversations that happens around them Social Objects ©2010 The LEGO Group - Tormod Askildsen – page 36

Computer History Museum slideshare 101910

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