The exhibition comes with a set of gallery interactives which include: a LEGO® wall, two build tables at different heights and stools, two quizzes on magnetic boards, a set of three magnetic jigsaws, a LEGO Memories activity on a magnetic board, a set of LEGO books for a reading area, two LEGO maze tilt tables and a mini-figure safari. 48kg of loose LEGO is also provided for the LEGO wall and build tables. It can also be used for LEGO workshops and activities organised by the hiring venue. There is also a large scale LEGO mosaic activity available to hire for the duration of the exhibition and there may also be the possibility of borrowing two LEGO character costumes. Could use an updated introduction or epilogue looking at the future of LEGO which has continued to see revenue growth as well as an increase of gross profit from 13.5% to 30% and what strategies have continued to work for LEGO.

Collaborating with entertainment, art and design, music, fashion, sports and gaming partners to create playful spaces and experiences for communities around the world, The exhibition will require approximately 250 to 350 sqm but can be adapted to fit a range of spaces. Unfortunately this is also where the book loses its impact. Maybe it is the fact that I am not an economist, but some of the analysis seems long-winded, overly-laudatory, and oddly contradictory in places. Some of the elements seem to come out of the blue with no explanation (e.g the first time we hear about the success of Bionicle is in the chapter about Bionicle). Sometimes economic jargon is used with no explanation whatsoever. This doesn't make the book unreadable, but it lost my interest about 3/4s in, when nothing really seemed to happen anymore, and I had to force myself to go on reading. I think the main problem is that while the topic of the book could be framed as an interesting story, after about the half-way point the author just seems to fill it with descriptions of how all those new and awesome product lines were developed. Talks about Lego, which emerged from Billund Denmark as one of the most loved toy companies in the world. Lego is still a privately held company(according to me a remarkable achievement till now)In the lead up to its 90th Anniversary, the LEGO Group will be celebrating fan creativity and 90 years of LEGO play with a range of activities to help those of all ages experience the joy and benefits of play for themselves. These activities include: And giving our 24,000+ colleagues around the world time off to celebrate and experience the power of play together on June 10th on our annual LEGO Play Day. Recreating iconic LEGO models to provide hours of fun and nostalgia for the family with the LEGO Classic 90 Years of Play with another celebratory set still to be revealed, I’ve used LEGO building to transform all the crazy ideas I have into reality for many years – there’s always new building techniques to try that spark my imagination for new builds. And most importantly, LEGO building connects me to a community of amazing creative people around the world,” said Chinna, aged 28 from Virginia, USA.

Throughout time, Ole’s passion for fun and high-quality toys has endured as his legacy. In fact, the “LEGO” name comes from two Danish words “Leg Godt”, meaning “Play Well”. And now, new research from the LEGO Play Well Study shows play as not only fun, but also integral to childhood development, overall happiness and family wellbeing. For the 2022 LEGO Play Well Study, the company polled more than 55,000 parents and children in over 30 countries and found that almost all parents think children strengthen their creativity (93%), communication (92%), problem-solving skills (92%), and confidence (91%) while they play. When children play, they develop skills that help them thrive in a rapidly changing world. Then it talks about the 7 truths of innovations that Lego used to move the company forward. But here it also talks about how pursuing these truths led Lego to the brink of bankruptcy. Good to hear a company talking about its failures and how it used those failures to turn around. Learning through play and how this can support social and emotional development, co-created with LEGO Foundation playful facilitation experts anniversary-themed building activities for visitors and display areas for creations to be showcased,

Brick by Brick Graduation Week

David Robertson is a Professor of Practice at the Wharton School where he teaches Innovation and Product Development in Wharton's undergraduate, MBA, and executive education programs. From 2002 through 2010, Robertson was the LEGO Professor of Innovation and Technology Management at Switzerland's Institute for Management Development (IMD), which received the #1 worldwide ranking by the Financial Times for its executive education programs. At IMD he was Program Director for IMD's largest program, the Program for Executive Development, and co-Director of the Making Business Sense of IT program, a joint program between IMD and MIT Sloan. You are a registered and recognised health, education or care professional (e.g. teacher, speech and language therapist, psychologist, play therapist, occupational therapist, counsellor etc.), OR

The fundamental truth about innovation, the more experiments you launch, the more likely it is that one will strike gold. To be very clear, this is first and foremost a business book, essentially a very long and in-depth case study. But for a LEGO fan, it's also a veritable goldmine of information and insight into how the company works. Robertson starts at the very beginning and covers the whole history of the company, focusing on the business aspect but giving some surprising details about the toys themselves. A lot of attention is paid to the late 1990s and early 2000s, when the company attempted to innovate to increase sales and almost went bankrupt instead. And yet the LEGO company were told by experts and consultants in the 1990s and 2000s that LEGO was dying, that kids no longer wanted to play with toys but instead wanted to play online and with computer games. And that advice, plus some changes in the way kids play and the global environment, led the LEGO company down a path of changes to the business that had terrible financial repercussions. It's fine to experiment and diversify but behind the scenes, there's a management system that needs to keep its integrity."The author had hard time figuring out what book he was writing. Was it about the 7 Truths of Innovation in Chapter 1? Or was it about the wave of innovation the new CEO Plougmann brought to the company? Nope. Perhaps it was the Lego in danger of failing story in Chapter 3. Nope. Or the story of the new CEO building an Innovation Culture in Chapter 4? Nope. Perhaps it was about Binacle? Lego Universe? Lego Games? Your guess is as good as mine. In the '90s, when action figures and computers became all the rage in the toy industry, a few bad numbers had convinced Lego's management to take a new direction. Old people with insitutional knowlege were let go, new people with the best, but often unrelated, qualifications were brought in. Multiple new development units had been created that were not providing any benefit to the company. New toys were created that did not really fit with the Lego brand. In the late 1980s LEGO introduced a system so that designers could work out the Full Cost of Manufacturing or FCM and thus work out how much each kit would cost but during the late 1990s designers were allowed to untether themselves from this metric and by 2003 this problem became so serious that it threatened the autonomy of the company. In the end the company arrived at a point where many sets cost more to manufacture than they retailed for, while management was unaware of any issues, not talking to each other.