Highlights
Task
Framing around the steps of the Hayes’ process model (see below) and using other related course concepts as necessary, evaluate Lego’s need to change and the change interventions they undertook during “the growth period that wasn’t” (1993-1998) and “the fix that wasn’t” (1999-2004).
Note: the 5 steps of Hayes’ process model are presented in Figure 2.2 on page 25 of the text and include: 1) Recognising the need to change; 2) Diagnosis and formulating a vision; 3) Planning & preparing; 4) Implementation & Review; and, 5) Sustaining.
2. (30 marks) (300 words maximum) Using related course concepts, how would you describe the impact and effectiveness of the change leadership approach taken by the various leaders of the business through “the growth period that wasn’t” (1993-1998), and “the fix that wasn’t” (1999-2004).
3. (30 marks) (300 words maximum) As a change management consultant, offer Knudstorp a brief action plan (with 3-to-5 specific steps) to help Lego better anticipate and respond to changing customer preferences and trends in the broader toy-industry. Explain how these steps will better position LEGO for the next stage of their change management journey.
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