Building the Foundations and Enterprise Capabilities for Digital Leadership: The Lego Experience

Omar El Sawy, Pernille Kræmmergaard, Henrik Amsinck, Anders Lerbech Vinter

Research output: Other contributionCommissioned


Every enterprise in every industry sooner or later finds itself in the midst of a digitally-intensive business ecosystem with emerging digital platforms, a growing demand for increasingly digital products and services, and constantly connected customers, partners, and employees. For legacy brick-and-mortar companies to be competitively successful in this new dynamic environment, a major organizational transformation for digitalization is needed and critical. While such transformations are not unusual, it is less clear how an enterprise can effectively build the foundations and nurture the path to enterprise digital leadership as they undergo large organizational transformations and position themselves for the future. We define digital leadership for the enterprise as doing the right things for the strategic success of digitalization for the enterprise and its business ecosystem.
How does an enterprise develop the internal capabilities for digital leadership in organizational transformation? What are the requisite digitalization moves around products, in marketing, with partners, within the enterprise business areas, and within the IT organization? How do these digitalization moves help enterprises learn new ways of thinking about digital leadership? How does such a vision emanate through the top management team and within all ranks? What are the changes needed in the corporate IT function’s structure and its role as an orchestrator of digital innovation? How does the role of the CIO change? What insights can we provide to CIOs and CXOs in all industries about how to build the foundations for augmenting the enterprise capabilities for digital leadership?
This paper seeks to provide such insights for next practices for digital leadership in organizational transformation while drawing on the decade-long digitalization journey and experience of the LEGO Group in Denmark. LEGO made wooden toys when it was started in 1932 – in 2014 it was the No. 2 toy company in the world based on annual sales and No. 1 based on growth and valuation, and it counts leveraging digitalization as one of its core strategic pillars.
Original languageEnglish
Publication date2015
Number of pages48
Publication statusPublished - 2015


  • Digital transformation
  • Enterprise digital leadership
  • Digitalization strategies
  • Organizational change management
  • Information technology in business


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