Declining results and social plan at LEGO: revise your classics

Following the announcement by LEGO of the results of the first half of 2017 and the resulting wave of layoffs, everyone is going their own way, each being more or less influenced by their own beliefs or personal experiences.

Last night i came out from Brick to Brick (Brick by Brick), a very interesting book written in 2013 by David C. Roberstson, currently professor at the Wharton School from Philadelphia (USA) and former professor atInstitute for Management Development (IMD) from Lausanne (Switzerland).

Although this is more of a marketing and management manual than an exhaustive and objective history of the evolution of the LEGO company, we discover over the pages of this book the different techniques implemented to avoid the sinking announced in the 2000s and the strategic choices that were made in 2003/2004 to save the LEGO soldier.

The result is a very interesting dive into the universe of a family structure that has avoided the worst in order to rebound intelligently and (re) build the empire we know. With the passing, layoffs by the shovel, plant closures, the arrival of a new team in key positions, and a refocusing of the brand's activity around its favorite product: The plastic brick.

On page 323, the author wrote this: