To avert bankruptcy in 2004, the LEGO Group had transformed itself by building an enterprise platform an adopting disciplined core processes. As it entered 2016, the company was poised for a new transformation to “become a digital company.” Although the company already looked digital to many observers, management felt it had not become digital in its products and processes. Based on multiple interviews with LEGO Group executives, as well as reviews of related documents, this case describes the LEGO Group’s journey to becoming a successful digital company.
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