The LEGO group began making their famous interlocking plastic blocks in 1949. In 2006, they outsourced production to plants in Mexico, Hungary, and the Czech Republic to cut costs. This, along with keeping only their most skilled workers and relocating production closer to markets, transformed LEGO from a manufacturing firm to a market-oriented company and helped them achieve an operating profit of over $1.8 billion in 2016 with nearly 17,000 employees in 42 offices worldwide. Modern HR systems now allow LEGO to track employees' leadership potential, develop careers, and forecast recruiting needs.

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3. He started making wooden toys in 1932.
The LEGO group began making it’s famous plastic interlocking
blocks in 1949.
Number of employees in 2016  16836
42 offices around the world in 2017
Operating profit for 2016  DKK 12.4 billion(I DKK=0.146289 USD)
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7. SO LEGO’s solutions:
1. In 2006  outsourcing
• Flextronics, which has plants in Mexico
• Hungary
• the Czech Republic
2. Keeping only the highly skilled workers
workforce was gradually reduced from 8,300 employees in 2003
to approximately 4,200 in 2010
3. Production had to be relocated to places closer to its natural
markets
As a consequence of all these changes, Lego transformed itself from a
manufacturing firm to a market-oriented company.
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13. It is also possible to include performance measurements and get
real-time insight into HR trends .
Using these advanced features:
track employees’ leadership potential,
develop their careers,
forecast the recruiting of new employees with certain skills.
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