Early in the 20th century, Ole Kirk Christiansen, a talented but struggling woodworker, lived in a small village in Denmark. After losing his wife in 1932 and needing to provide for his four sons, Ole Kirk founded Leg Godt, a wooden toy company. With a focus on quality, Leg Godt, soon renamed LEGO, began seeing success with brightly colored yo-yos, pull animals, and trucks. However, when local timber merchants couldn't supply enough wood to meet LEGO's growing demands, Ole Kirk looked elsewhere.
Seeing the quality and the cost-effectiveness that plastic had to offer, Ole Kirk bought a plastic mold machine. The investment would exhaust LEGO's funds, endangering their future, as it would take over a year for the machine to arrive. For his troubles and patience, the salesman gave Ole Kirk samples of self-locking toy bricks from England. Inspired by these, LEGO set out to create their own binding bricks that would inspire imagination and creativity—and with that, the System in Play was born.
Toy
1932
Nicknamed 'My LEGO friend,' these creators have vivid imaginations, are curious, and like to try out new experiences. They are comfortable adapting to different roles and are never bothered by the little things. They are friendly, approachable, and truly care about empowering others to explore, imagine, and succeed. They find meaning in bringing people together and their fun, energetic, and optimistic spirit makes everyone love being around them.
By infusing excitement and optimism into their communications, LEGO encourages their customers to explore, build, and create new worlds using their imaginations. Their goal is to create an atmosphere filled with limitless possibilities where people are free to explore and discover new things. To do this, they created a tone that is:
The LEGO System in Play is about creating high quality interlocking plastic bricks that fit together seamlessly, that can be explored in multiple ways, and that can be built and rebuilt together. To LEGO and its customers, "this means that bricks bought years ago will fit perfectly with bricks bought in the future…It means that a LEGO element not only has instant value, but will keep its value always…[and that LEGO] will always make sure that all bricks—from yesterday, today, and tomorrow—fit together."
LEGO describes creative learning as the company's "functional benefit" that their audience gains from using their products. For parents, this means that their children learn through play by "balancing challenges with [their] child’s capabilities, fun, creativity and imagination." For children, it means that they can bring to life whatever they can imagine, alone or with their friends and family.
LEGO's core customers are broken down into two groups. The first being boys and girls ages 5 to 11, and the second being their parents. But within these groups, LEGO focuses on appealing to those children who "appreciate hands-on, minds-on activities like creative building and role playing" and parents who "recognize their role in guiding children in a rapidly changing world."
LEGO's secondary core customer is known as the Adult Fan of LEGO, or AFOL. These adults and teens , who, "also enjoy hands-on, minds-on play like creative building and role playing."
Around LEGO offices, employees gather in areas with campfires built out of LEGOs to signify that they are not having a regular work meeting but one that focuses on sharing ideas, opinions, and concerns about the company's culture. While some campfire sessions provide employees time to share what they have learned from their successes and failures of the day, others use the time to brainstorm how to make cultural shifts in the company, like developing a more diverse employee candidate pool.
At LEGO, when employees email colleagues outside of their normal working hours, the sender will receive a prompt to schedule the email during their colleague's normal business hours. This nudge reinforces the importance of not interrupting a colleague's family or personal time.
LEGO has built their culture around keeping meetings focused and solution-oriented with the following:
To encourage staff to try new things and reduce their fear of failure, LEGO implements a strategy called Missions. Missions are challenges given to staff that focus on LEGO's leadership attributes: Curiosity, focus, and bravery.
Each division and store has its own way of handing out missions—some are handed out before shifts, while others are picked out of a hat. Missions can take as little as an hour or up to two weeks to accomplish, but once completed, team members gather to reflect on their successes and failures and discuss what they have learned.
As LEGO puts it: "We are in the business of Play." And through play, children learn about themselves, others, and the world around them, while also developing important skills like creativity and imagination. When children are able to create something from their minds, their confidence grows and, in turn, they proudly share their creations with everyone in their lives. As a result, families come closer together and parents know that they are raising happy confident children who will have the skills needed to adapt to an ever changing world.