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Chief Digital Officer of Lego explains how Lego is digitizing the internal organization.

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Chief Digital Officer of Lego explains how Lego is digitizing the internal organization.

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LEGO's Digital Transformation: CDTO Atul Bhardwaj on Digitizing the Famous Toy Brick

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Listen to this episode from Technovation with Peter High (CIO, CTO, CDO, CXO Interviews) on Spotify. 610: In this interview, Atul Bhardwaj, Executive Vice President and Chief Digital and Technology Officer of LEGO, speaks with Peter High about the digital transformation of the iconic and well-known toy company.

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LEGO's plan to significantly expand its digital team to boost its digital transformation efforts.

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LEGO's plan to significantly expand its digital team to boost its digital transformation efforts.

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COPENHAGEN, April 21, 2022: The LEGO Group today announced it has opened a new digital office in Copenhagen to support its long-term digital ambitions. The office, one of four digital workspaces around the world, will be a base for up to 400 colleagues.

Digital offices in Billund, London and Shanghai will also be expanded to accommodate the growing team which will nearly triple in size over a three year period to more than 1,800 globally.

Chief Digital & Technology Office, Atul Bhardwaj said: "Our digital transformation is one of the single largest investments the LEGO Group will make in a generation. We've been blending physical and digital experiences for many years and are excited by our progress. But, we have big ambitions so are accelerating our investment and expanding our digital team.

"The LEGO® brick will always be the heart of our business but we're seeing great success making LEGO a digitally enabled brand from new ways to play, shop and do business."

The LEGO Group's multi-billion kroner, multi-year digital transformation is already driving growth with investments in areas such as e-commerce capabilities and new products such as LEGO® Super Mario™ driving consecutive years of double digit growth.

The new office has been designed to enhance digital ways of working and reflect the company's playfulness and mission to inspire and develop children. It will also support the company's Best of Both approach to work which balances the best of working in the office and from home.

Head of LEGO Workplace Experience, Tim Ahrensbach said that digital colleagues contributed to the office design: "Every step of the design process was taken alongside our digital team members so that the workspace inspires them to do their best work, every day. The team gave us great advice on how to create the ideal agile working space, what would help them focus, spaces to collaborate and play and of course a great gamer room."

The new office, which currently houses 100 colleagues, is located in the heart of Copenhagen and boasts a host of collaborative spaces, a gamer-room and welcoming canteen.

The company will step up its digital investment across all areas of its business from play to shopping and technology infrastructure and is looking for talented Engineers, Product Managers, UX/UI Designers, Technical Program Managers, Digital Security Specialists and Data Scientists to join the challenge.

For more information: LEGO Careers.

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TLG triple size of digital team to accelerate transformation - About Us - LEGO.com

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LEGO Group announced it has opened new digital office in CPH to support long-term digital ambitions. The office, will be a base for up to 400 colleagues.

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Digital transformation helps Lego to build a more creative brand image and better customer engagement.

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Digital transformation helps Lego to build a more creative brand image and better customer engagement.

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A useful analysis structure to link all the challenges to the digital transformation developement plan.

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A useful analysis structure to link all the challenges to the digital transformation developement plan.

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Lego Enterprise platform is a successful digital-transformational operating model.

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Lego Enterprise platform is a successful digital-transformational operating model.

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Customer Obsession is the driven factor why Lego builds and designs data products.

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Customer Obsession is the driven factor why Lego builds and designs data products.

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‎Me, Myself, and AI: A One-Stop Data Shop: The Lego Group’s Anders Butzbach Christensen on Apple Podcasts

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‎Show Me, Myself, and AI, Ep A One-Stop Data Shop: The Lego Group’s Anders Butzbach Christensen - Mar 28, 2023

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Culture-wise, head of LEGO Workplace Experience, explains their aim to create an engaging, supportive, and innovative workplace that reflects LEGO's values of creativity and playfulness.

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Culture-wise, head of LEGO Workplace Experience, explains their aim to create an engaging, supportive, and innovative workplace that reflects LEGO's values of creativity and playfulness.

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Your digital journey starts here

Book a free one-to-one consultation to discuss the current status of your digital workplace. Each consultation is followed up with a bundle of useful resources to help get you started.

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How LEGO approaches workplace experience

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Your digital journey starts here Book a free one-to-one consultation to discuss the current status of your digital workplace. Each consultation is followed up with a bundle of useful resources to help get you started.

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Gamification aligns seamlessly with LEGO's inherent nature as a toy brand.

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Gamification aligns seamlessly with LEGO's inherent nature as a toy brand.

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From advanced analytics platform to customer engagement initiatives, what are the takeaways of Lego's digital transformation.

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From advanced analytics platform to customer engagement initiatives, what are the takeaways of Lego's digital transformation.

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Background

The LEGO Group, a global leader in the toy industry, found itself confronting challenges in optimizing operations and enhancing efficiency. As the company expanded, it needed to keep pace with the growing demand for personalized experiences and stiffer competition in the market.

Challenge

The rapid expansion of the LEGO Group revealed inefficiencies in their global supply chain and manufacturing processes. Managing a vast product portfolio, the company had to find ways to optimize operations, engage customers better, and fully embrace digital technologies.

Solution

Determined to overcome these obstacles, the LEGO Group embarked on an ambitious digital transformation journey, which encompassed:

1. Advanced analytics platform: The company adopted advanced analytics to gain deeper insights into customer preferences and optimize their product offerings. This data-driven approach allowed for more focused product development and better resource allocation.

2. Supply chain management upgrade: The LEGO Group implemented a robust supply chain management system to enhance visibility, streamline processes, and improve collaboration with suppliers and partners. This led to reduced lead times, increased agility, and cost savings.

3. Automation and robotics: The company invested in automation technologies and robotics in their manufacturing plants. This strategic move increased production efficiency, reduced human errors, and lowered operational costs.

4. Customer engagement initiatives: The LEGO Group utilized digital channels to offer personalized experiences and targeted marketing campaigns. They also launched the LEGO Life app, a social platform for children to share their creations and engage with other LEGO enthusiasts.

Results

The LEGO Group's digital transformation journey yielded significant improvements in their operations and customer engagement:

1. Increased efficiency: The company successfully reduced lead times and boosted production efficiency.

2. Improved customer satisfaction: The LEGO Life app attracted millions of users worldwide, contributing to higher customer engagement and satisfaction.

3. Enhanced competitiveness: By embracing digital technologies and streamlining operations, The LEGO Group maintained its market leadership and stayed ahead of competitors.

Key Takeaways

The LEGO Group's digital transformation serves as an inspiring example of the power of innovation in overcoming operational challenges and fostering growth. The company's strategic decisions to adopt advanced analytics, supply chain management, automation, and digital customer engagement have helped maintain its position as a market leader in the toy industry.

Achieve Business Transformation with Intelloz Consulting Group

At Intelloz Consulting Group, we understand the importance of thinking critically and developing tailored strategies to help businesses thrive in a competitive landscape. Our team of experts is committed to working closely with clients to address their unique challenges and unlock new opportunities for growth. By partnering with Intelloz Consulting Group, your organization can harness the power of innovation and digital transformation to streamline operations, enhance efficiency, and stay ahead of the competition.

Contact us today to see how we can help your business thrive!

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How LEGO's Mind-Blowing Digital Makeover Skyrocketed Efficiency: A Case Study on LEGO

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Background The LEGO Group, a global leader in the toy industry, found itself confronting challenges in optimizing operations and enhancing efficiency. As the company expanded, it needed to keep pace with the growing demand for personalized experiences and stiffer competition in the market.

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Lego is making HR a key player in digital strategic discussions.

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Lego is making HR a key player in digital strategic discussions.

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The LEGO Group's VP of People Analytics and Insights, Melissa Kantor, and Ian Cook, Visier's VP of People Analytics, joined Kate Graham for an Unleash webinar discussion exploring how they unlocked the power of people analytics.
In 1932, Ole Kirk Kristiansen built his first wooden toy, the "building block" of what would eventually become the LEGO Group, a beloved, kid-pleasing toy icon with more than 20K employees in 40+ countries. The company has come a long way since the first toy was carved by hand. Today, the LEGO Group is a powerhouse of ventures which support a more creative and resilient society. This dedication to creativity and resilience shows in their willingness to change as the business needs change.

Recently, the LEGO group embraced digital transformation across the entire company to modernise the business. In the HR function, this digital transformation includes 'influence', what Melissa Kantor calls the next step beyond 'analytics by design'-enabling the people function to participate in the highest level of strategic business conversations within the organisation, and affect their outcomes. If people are the building blocks of the company, HR should inform and influence business decisions.

"Everything we craft must be business-relevant so that we can influence key business decisions. Which is where Visier comes into play."-Melissa Kantor. The LEGO Group.

It's not about having perfect data or the most expensive HRIS vendor, it's about changing the mindset of the entire company so that different levels of leadership get used to thinking of people data as a way to answer everyday questions and give real answers. To do this, she had to first change a few habits.

People analytics as a base plate

When Melissa joined The LEGO Group the HR team had been charged with modernising the HR aspects of the business, before the overall digital transformation programme began. She quickly realised that there was good information within the systems, but that it was difficult to extract.

"Unfortunately, we sometimes see businesses trying to produce charts and reports for reasons they are not quite sure about, or for their own sake." Ian Cook, Visier.

The group wanted to understand what data they had, its quality, where the gaps were, what was being captured, and what wasn't. This was a way they felt they could start delivering value to the business, even before the firmwide transformation effort.

The LEGO Group is somewhat unusual, says Ian, in that it's embedding the right people analytics in organisational design and function as part of its transformation. It's a marker that sets them apart, because it's using people analytics with a focused intention to make something happen, prior and during fundamental change, not as a layer on top of whatever is going on day-to-day.

The 'complete data' folly

For people analytics functions, it's important to distinguish between seeking to understand what data you have, and the fool's errand that can be trying to fix or complete that data. A common misconception, especially for inexperienced teams, is that it's important to have complete data, or have all the data in one place.

"We might call this a twentieth century IT way of thinking," says Ian. "Modern technology presents different, better ways of approaching the problem. You used to have to stitch together three or four pieces of tech to make some of these data flows work, which was arduous. Now it's all available as a stack in the cloud."

The analytics group needs to comment on the quality of data being used, not 'own' the task of becoming the guardian of the data, or cleansing the data. If the people analytics team takes ownership of the data, they immediately risk becoming an HR operations function rather than an analytics team.

"There is no such thing as perfect data, you just need to have good enough data, and understand what 'good enough' is," says Melissa.

One way of checking the quality or accuracy of a result, when data is in question, is to run some analysis in a controlled environment where you are certain you have good data, even if it's a small subset of the whole. Compare your findings with the broader group to see where you can have confidence in your recommendations and where they need caveats due to gaps in the data.

Level up your training and development

Another example of an area where people analytics can support and illuminate business activity around real business outcomes is the efficacy of training and development. Are your investments in training and development paying off?

"In every place I've ever worked," says Melissa, "we have all these training and development initiatives, and what the people sponsoring or paying for them want to know is: are these people being promoted?"

To answer such questions definitively, from a people analytics standpoint, it's important to separate correlation from causation. It might be that the people who received the training would have been promoted anyway, for example. Ask the question through three different data sets though, and you'll be able to see, and report on, what is really going on.

A better HRIS: some assembly required

Without focus on what measurements a business needs, switching to a new HRIS system can be like switching from a too-small green block to an identical yellow block in the middle of a LEGO construction-takes a lot of effort but doesn't solve the core issue. Many organisations have finished off their HRIS implementation only to find they are not in a better place with regard to their ability to answer key business questions. This is not the case at The LEGO Group, where the people analytics team have championed a deep focus on data from across multiple systems so that the business is able to access the insights it needs.

"I'm lucky to have people on my team who are tough," says Melissa. "Always asking if X is being captured, so we're going to be able to report on Y."

The LEGO Group has a Workday implementation currently in progress, replacing an old SAP system as its core HR solution. The insights gained from deploying people analytics have been invaluable in reducing the risks associated with a new system implementation.

"It's not just the systems you buy," says Ian, "but how you set them up. Time to promotion or diversity information is not going to be available from any system if it's set up incorrectly in terms of the analytics, or left on 'bland' factory default settings."

Adoption: Change management brick by brick

Laying the foundations alone is not success. Even a successful people analytics software implementation means very little, unless you can get people to adopt, learn, and use the system themselves. People analytics leaders are in the business of making new habits and breaking some old ones. The LEGO Group achieved this by mandating that people logged in and used the systems, even if it was for simple functions.

"It may sound a bit extreme, but you have to set expectations early on," says Melissa. "That thing about 'build it and they will come' doesn't work with a greenfield people analytics system within a busy organisation. It can feel a bit contrived to begin with, but you have to be strong and push through. Do this, and confidence gradually builds, then you are on your way to the maturity phase, which is where we are now."
The world's biggest brands rely on Visier for the answers they need to improve employee retention, workforce diversity, employee experience, business outcomes, and more. See how Visier customers solve business problems with people analytics.
The LEGO Group people analytics team now has people leaders extracting data to run their own analyses. This is the 'pull' from the organisation that people analytics teams and their sponsors must work towards if they are to harvest the dividends of people powered transformation.

Data democratisation is also important. "We've opened data to all our people managers," says Melissa. "They can see all the data for the teams they manage and reach out to newly data-savvy people partners for further guidance or interpretation." Opening Visier to the senior leadership group has also led to a further, positive 'pull' on the analytics team, for help with insights that will support strategic decision making.

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How The LEGO Group is Embracing People-Powered Digital Transformation | Visier

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In this webinar recap, learn how the LEGO Group's VP of People Analytics and Insights unlocked the power of people analytics for business transformation.