IMD

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

"Importantly, Kjeld Kirk had learned about market segmentation at IMD. He believed that LEGO should create different LEGO products for different ages and interests, so the products would more precisely meet the needs of each child."

Source:Lego - The Danish Management Canon, 3

"By the threshold of the 1980s, LEGO had grown so large that neither Godtfred nor anyone else could manage to explain the quickly growing number of new employees about the values and attitudes in LEGO culture. Kjeld Kirk therefore hired three employees tasked with arranging a series of seminars for the leaders, called LUP (LEGO Univers Partners), thereby strengthening self-understanding and culture. This later became a leadership course—“The IMD Experience”—which created a common understanding of strategy, organization, market situation, and LEGO’s unique foundational ideas."

Source:Lego - The Danish Management Canon, 3

Appears In Volumes

Lego - The Danish Management Canon, 3