About a decade ago, it looked like Lego might not have much of a future at all. In 2003, the company - based in a tiny Danish village called Billund and owned by the same family that founded it before World War II - was on the verge of bankruptcy, with problems lurking within like tree rot. Faced with growing competition from video games and the Internet, and plagued by an internal fear that Lego was perceived as old-fashioned, the company had been making a series of errors. Day-to-day management had been handed in 1998 to a "turnaround expert" with no toy background who continued to live in Paris, as business writer David C. Robertson outlines in his 2013 Lego history, Brick by Brick. There were disastrous detours away from the core experience, including the abysmal morning cartoon Galidor, and experiments with bigger, more macho minifigures with a line called Jack Stone. The company kept opening Legoland theme parks around the world, despite having limited expertise in hospitality. Sales of several of Lego's most successful products, including Lego's Star Wars and Harry Potter lines, bobbed up and down based on movie release schedules over which Lego had no control. And the company wildly increased the number of products it released each year, resulting in a dreadful 2002 Christmas season, when major retailers ended up with around 40% of their Lego stock unsold.
Enter Jorgen Vig Knudstorp, a deeply process-based thinker - and, not incidentally, a father of four - who arrived from McKinsey & Co. in 2001 and was promoted to CEO three years later, when he was 36. (He took over from Kjeld Kirk Kristiansen, grandson of Lego founder Ole Kirk Christiansen.)
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