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"After a turbulent spell and a change in leadership the company decided to open up innovation to the community, initially through the Ambassador program created in 2005, allowing not only collaboration with customers but also suppliers that would enable Lego to churn out more advanced products. This modular approach was borrowed from the open source community and allowed manufacturers to design for the Lego ecosystem."
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(1) Use external suppliers to fill in your gaps
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(2) Utilize the ‘weak ties’ in your community –
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"By tapping into the knowledge and enthusiasm of thousands of longtime users of its products, Lego has been able to enhance its product offerings — without increasing long-term fixed costs."
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As Lego managers became more aware of innovations by the company’s adult fans, the managers realized that at least some of the adult fans’ ideas would be interesting to the company’s core target market of children
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In 2005, Lego created the Ambassador Program to provide a fast and direct way for the company and its fans to get into contact with one another. The program has provided considerable value to both sides.
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"Part of the reason is simply a function of how difficult it is to do two things well at once — successfully managing the existing business and exploring a new direction. “Although many executives recognize the need to exploit current capabilities while developing new ones, few are very effective at managing this conflicting set of activities,” Johnson, Yip and Hensmans write. "
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Propositions that may once have been true almost always become less true or even false over time. Market tastes and preferences change. Technology makes new things possible. Values and features customers once found attractive lose their luster. Companies steal ideas from successful competitors. Pioneering practices become best practices, which in turn become accepted standards. The playing field is forever being leveled. Thus, there is an ongoing need for thoughtfulness, reflection, experimentation and discover
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However, one thing that is universal about Lego’s experience is that the company had to change to develop a new way of doing business; historically a very private company, Lego had to become much more open to outside ideas to innovate effectively with its communities of adult fans.
Surtout, une stratégie client innovante a été mise en place et semble porter ses fruits. L’entreprise danoise met en place un réseau social spécialement destiné aux enfants, my lego networks. Une série de mécanismes est mise en place de façon à garantir un endroit protégé et sûr. Le succès est au rendez-vous. D’après le chef des nouveaux produits de Lego, Paal Smith Meyer ce réseau aurait plus d’un million de membres. Ce n’est pas tout.
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