Novo Nordisk

Strategic Concepts & Mechanics

Cornerstone MoveSystem-in-Play Over Standalone Toys Relationship LeverageFans as Co-Developing Partners Identity & CultureOwner as Idea Guardian Not Operator Risk DoctrineCrisis of Belief Before Crisis of Cash Competitive AdvantageQuality as Inherited Loyalty Engine Operating PrincipleReinterpret the Idea—Never Replace It Cornerstone MoveBurn the Wood, Bet the Brick Strategic PatternDepth Before Breadth in a Single Idea Signature MoveSell It Yourself or They'll Misunderstand It Signature MoveSelf-Financing as Independence Doctrine Signature MoveNo Orders—Figure It Out Yourself Cornerstone MoveProgram the Brick Into the Computer Age Cornerstone MoveAmputate the Empire to Save the Idea Signature MoveGet On Your Knees to See Like a Child Signature MoveNever Claim a Country of Origin

Primary Evidence

"The achievements include A.P. Møller - Mærsk, ISS, LEGO, JYSK, Novo Nordisk, the Danish pig farmers, the Danish EU Presidency 2002, the Welfare State, the Productivity Commission, Skanderborg Municipality, Lotte Nursing Home, and Roskilde Festival."

Source:Lego - The Danish Management Canon, 3

"In 2003, Jesper Ovesen was hired as the CFO at LEGO. He came from Danske Bank and before that from Novo Nordisk and Baltica – a skilled and experienced financial expert who quickly and straightforwardly addressed the organization’s fiscal weaknesses. At his first management conference, he began by writing a large multi-billion figure on a blank board and asked the leaders if they could guess what the number stood for. None could. The figure was the amount the management had destroyed for LEGO’s shareholders."

Source:Lego - The Danish Management Canon, 3

Appears In Volumes

Lego - The Danish Management Canon, 3