Innovation Almost Bankrupted LEGO — Until It Rebuilt with a Better Blueprint (Knowledge@Wharton) – 1350 words

Posted by: Philip Peck on Jul 24, 2012 | No Comments

By Knowledge@Wharton
July 18, 2012

Big Idea: The LEGO story lies at the heart of why companies should not blindly follow the typical mantras of innovation. Although it is generally not good for a firm to remain stagnant, the reality is that unbridled innovation in the vein of LEGO may not be the answer, either.

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Author Info

Written by: Philip Peck

ppeck@pelotongroup.com

Philip heads up the Planning Transformation Practice at Peloton Group. He has over two decades of industry and consulting experience focused on the process assessment and reengineering of corporate budgeting and forecasting. Philip is an expert in causal modeling, driver-based planning, and rolling forecasts, and he has led numerous engagements in these domains for global companies across a variety of industries. Philip is also an avid enthusiast of simulation and is actively following how interactive gaming is impacting corporate management.