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Lego Group Comprehensive Report
Table of Contents
  1. Introduction
  2. Issues of Lego Group
  3. The Lego Group Needs Assessment
  4. Identifying Solutions for the Lego Group
  5. Lego Group Risk and Reward Assessment
  6. Lego Group Impact Identification
  7. Lego Group’s Reassessment of Solutions
  8. Conclusion
  9. References

Introduction

This management report is a set of data and recommendations based on which the management of Lego Group can make important decisions for the enterprise. Business intelligence is one of the key components of this report and is an essential tool for a company’s success. It includes the following sections: issues of the company, needs assessment, solutions, risk and reward assessment, impact identification, and reassessment of solutions. The purpose of this report is for the company to understand its business processes and how they can be improved. For the implementation of improvements to be effective, the company must be able to standardize processes across all of its departments. Managers should understand all the activities and functions of the company and know-how information is transferred through several different processes. This report is essential for making informed decisions, reducing costs, and finding new business opportunities. With its help, the Lego Group managers will be able to identify ineffective business processes that are ready for restructuring.

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Issues of Lego Group

The regulation of business processes, that is, their description and standardization, is necessary for the Lego Group company, which is thinking about reaching a new level through digital business transformation. This section analyzes the main problems of the company’s business processes that have to be solved within the framework of their primary analysis, regulation, and formalization. The first thing to start with analyzing business processes is to separate them from each other and build a clear system where there will be no areas of activity not covered. It is even more important that the formalization of business processes allows the company to see the bottlenecks of the business: at which stages delays and difficulties most often arise, and what are the causes of such problems. It opens up the possibility for more accurate and effective solutions.

Lego Group has an efficient and flexible organizational structure, which helps to develop personal initiative and cooperation between individual structural units. Employees are actively involved in creating a good environment in the company. Lego Group management changes according to the demands of the time and the needs of the organization. All of this is in line with a strategy aimed at sustainable growth, quality improvement, development, and innovation (Galliers et al., 2020). Despite its numerous advantages, the company has several issues, for example, the lack of a ubiquitous approach to quality management, which allows considering not only the minimization of damage and streamlining of production processes, but also motivation and process approach.

Lego Group strives for a management style that fosters positive organizational morale and good relationships between employees. The company delegates authority for quality management and distribution of responsibilities and also complies with production technologies and regulations. The company has a meticulous approach to training resource-transforming personnel to reduce the potential damage from their activities. However, there is no forward movement within the company to improve the quality management process (Galliers et al., 2020). Lego Group is minimally involved in the analysis of consumer response and does not use complex, patented quality management technology that is maximally adapted to the given conditions. The company’s management ignores quantitative methods for determining quality as well. It requires further development of systems that could be more effective and, for example, eliminate industrial injuries or bring them as close to zero as possible.

The management problems of Lego Group are directly related to the principles of organizing its business activities. The company focuses on the management of specific risks, which are integral parts of its activities, the lack of a timely response to which could ruin its further development. Such risks include the rejection of the ideological and value aspects of the products brought to the market, the initial network principle of the sales organization, and the focus on the search for innovative solutions. Lego Group adheres to the strategy of reducing the degree of risk if it is impossible to get rid of it completely (Galliers et al., 2020). It is suppressed by the tools of diversification, localization, planning, and competent monitoring of the market reaction to certain actions. Specific risks are extinguished, first of all, by ensuring assets, accumulating financial reserves, and strengthening competitive advantages as a circumstance that is linked to the implementation of a risk-taking strategy.

Based on the company’s existing quality management features, the following solutions can be offered. In the field of quality management, it is necessary to introduce the 5C model or its analogs to stimulate the manifestation of initiative, independence, and self-realization, which will significantly limit excessive administrative influence. The use of rating scales and methodology for calculating differentiated, complex, and single quantitative indicators will also improve the quality of management (Kerr et al., 2019). The implementation of the principles of the total quality management concept or its analogs will make it possible to present the quality management process through a system of secondary indicators. Lego Group must develop a technology for the gradual improvement of quality, despite the sufficient organization of processes.

The company should strengthen market positions and build up the elements of the competitiveness of the products, including the value proposition. An active form of reserve funds is necessary to cover potential losses and unforeseen expenses. The company should have control the observance of strategic provisions, mission, vision, and compliance with multidirectional goals (Galliers et al., 2020). Lego Group should also reorganize the company’s structure towards a more flexible response to occurring changes in the external environment and monitor the maintenance of performance and efficiency levels.

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To avoid quality management problems, the company must focus on developing organizational capabilities, especially the capabilities of employees, to involve them in the decision-making process regarding organizational issues. Lego Group should aim at creating a working system in which employees become emotionally attached to the company’s development objectives. By focusing on the efficiency and productivity with which people work at every level, the organization will improve its position (Kerr et al., 2019). A reliance on values and behavior is the hallmark of strategic change. Top management should proclaim a set of values or principles that constitute the corporate culture and govern the behavior of employees. Since the motivation and involvement of employees are elements of the human resource management system, they can be distinguished as the main indicators of the company’s quality.

Lego Group’s strengths include a strategy to improve product quality, working conditions, and occupational safety, as well as a company’s systems and structure that enable them to successfully achieve their goals. To eliminate company management issues, employees need to be more involved in identifying problems and solving them. Engagement is essential for building partnerships, trust, and commitment, which are vital to creating long-term improvement. A healthy learning organization is the best way to achieve a long-term company’s interests. Thus, understanding the motivation and involvement of personnel can contribute to the formation of a support system for making managerial decisions at the level of human resource management of an organization.

The Lego Group Needs Assessment

Business analysis will drive change in a company by identifying needs and recommending solutions that provide value to all stakeholders. It will enable the company to assess needs and justify changes, as well as develop and describe solutions that can be beneficial. This section identifies the initial concept and needs of Lego Group and further transforms those needs into the recommended solutions. Stakeholders’ requirements serve as a bridge between business demands and other classes of solution requests. They are designed and defined based on needs assessment and analysis.

One of the main keys to the success of the Lego Group is the unique system of interaction with consumers. Today, it is a privately held Danish company and the second-largest toy manufacturer in the world. The number of staff worldwide, representing 70 different nationalities, exceeds 18,000 employees (El Sawy et al., 2016). Concept selection and product development take place at the Lego headquarters in Billund with the help of 120 designers (El Sawy et al., 2016). The company is not afraid to take risks in the search for new forms and types of products. Despite its success, the Lego Group corporation periodically faces difficult times. However, it is the crisis situations that prompt the company’s managers to develop successful and competitive strategies. This paper aims at discussing the clients’ needs in relation to the management issues of the Lego Group.

The Danish toy company suffered a decrease in performance and productivity levels in 2017. Revenues for 2017 fell to $ 5.8 billion from $ 6.3 billion. Income in 2017 was reduced by 18% to $ 1.7 billion (Bals &Turkulainen, 2017). This situation occurred in connection with the disposal of stocks of goods and a decrease in sales in Europe and North America. It was noted that the company’s business required a transformation. At the same time, the Chinese market became promising for the company. In 2017, sales doubled in China, which favorably affected the profit of the Lego Group at the end of the year (Bals &Turkulainen, 2017). The company is increasing sales in new markets, especially in Asia. Thus, in 2018, the profit from sales increased by 4% compared to the same period in 2017. In 2019, global sales grew by 5.6 % in comparison with 2018, and market share increased in the main markets (Bals &Turkulainen, 2017). This indicates a favorable emerging trend in relation to clients’ needs and the increase in performance level.

In 2019, the company has invested in expanding its geographic coverage. It has ended the year with 140 shops in 35 cities and built up a relationship with new partners. It has extended its existence on e-commerce platforms and reached double growth in China. To meet the clients’ needs, Lego Group plans to open to 220 shops in 40 towns by the end of 2020. China keeps being a priority market for the company, so it continues investing in this growth market. According to the observations of the company representatives, customers liked the new store concept, which is focused on the practical experience of using toys. In particular, visitors can not only collect small exhibition constructors but also familiarize themselves with the set they like in detail before buying it. Therefore, Lego Group plans to significantly improve its annual performance in 2020 to meet the clients’ needs, especially in the Chinese e-commerce platforms JD and Tmall.

Thanks to the store concept renewal in 2019, the company showed better sales results than in 2018. Turnover grew by 6% to 5 billion EUR last year, and net profit increased by 3% to 1 billion EUR (Kaipia & Turkulainen, 2017). Online sales are up by 27% as the new Lego website begins to deliver its first positive results. Outsourcing is the key tool that helps the company to grow and expand the range of professional skills of the team. When transferring non-core functions to outsourcing, the company’s performance can increase up to 10-15% (Kaipia & Turkulainen, 2017). However, outsourcing should not be viewed only as a way to solve non-core activities or poorly understood tasks. Sometimes transferring core competencies to outsourcing can free up additional time and significantly increase staff efficiency and performance. This solution will allow the company not to waste time on secondary tasks and concentrate on the main thing.

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The desired performance must be based on the long-term plans of the company. Its stability is considered an important goal that can be achieved through effective planning, continuous stable production, and the introduction of new technology (Kaipia & Turkulainen, 2017). The company’s effective and flexible organizational structure must give the opportunity for the development of personal initiative. The working conditions must be conducive to the development of the company and give employees a sense of commitment, fostered by encouraging collaboration between departments. Staff planning must ensure that each department has employees with the qualifications necessary to meet the challenges facing the company. Training plans for all categories of employees should be developed based on needs analysis (El Sawy et al., 2016). In accordance with these training plans, the organization will partner with employees who wish to receive additional education that would help them in their work. Increasing the qualifications of the staff members and changing their responsibilities can be an alternative to outsourcing.

Today, Lego Group uses outsourcing as a key tool for the rapid development of projects. It allows the company to significantly strengthen its position in the market and improve financial performance, as well as staff efficiency. The company plans to strengthen its position in emerging markets. It sees strong potential for its business in China, where sales are rapidly growing. The level of confidence in the company on the part of stakeholders also speaks of positive development prospects in the long term. Thus, to meet further clients’ needs, the performance level must grow. The turnover should show double-digit growth, and this can be done with the help of outsourcing and by increasing staff performance.

Identifying Solutions for the Lego Group

Once the company is informed about the issues and needs, it is important to distinguish how each process goes and think about improving and optimizing it. An enterprise often loses resources and employee time because there are redundant and repetitive actions that could have been avoided. This section describes the solutions to the defined issues, as well as recommendations for removing obstacles and limitations that prevent the company from taking full advantage of the solutions.

The world’s largest manufacturer of Lego toys, the Danish company, has long been known not only as a producer of plastic construction sets but also as a retailer. The desire for market leadership forces the company to improve the production efficiency and quality of its products. To solve management issues, Lego Group should improve the level of performance, quality management, work conditions, and occupational safety. It is also necessary to improve the systems and structure of the company, which allows successfully achieving the intended goals. This paper aims at identifying and discussing solutions to management issues for the Lego Group.

First, a high level of production automation processes is required for high labor productivity. It presupposes well-qualified and trained service personnel that will increase the level of performance. To solve this problem, it is necessary to invest time and money in the training and development of the employees. Additional training is required for all line managers and engineering personnel. A system of training employees in the workplace should be created as well. Conferences and training courses for the employees who have achieved significant results in their work is a perfect motivation (Porter et al., 2016). It is important to provide additional knowledge to inspire workers to continue learning.

Employees who constantly monitor their activities can notice and document the growth of their professionalism. Any work goal can be measured in a simple grading system. If the task does not involve expressing the result in numerical form, it is possible to create a scale for assessing labor productivity (Porter et al., 2016). One of the possible solutions to the problem of decreased performance level is the periodical measurement of employee motivation. Supervisors may regularly monitor changes in the level of motivation of their subordinates. To increase motivation, they need to find an individual approach to each employee. One way to do this is by delegating authority, goals, and tasks to each employee when developing an overall plan or project. Another way is to provide them with the opportunity to independently develop their strategic objectives and plans.

Automated production requires quality service and fast repairs as well. The engineering and technical service of the company faces the most important task – to ensure non-stop operation of all units, mechanisms, electronic systems, and the entire infrastructure. It is much more effective to prevent a breakdown than to eliminate the consequences of an accident in an emergency mode (Albrecht et. al., 2018). At the Lego Group, this problem can be solved with an effective system of round-the-clock monitoring, maintenance, and diagnostics of equipment. A dynamic system of the company requires a regular examination of ongoing processes. No carefully planned and implemented business model will work effectively without daily monitoring of every key process (Albrecht et. al., 2018). To reduce the response time to any technical problems, mechanics and electricians must be transferred under the control of shift supervisors.

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Another important field that needs to be improved is quality management. The effectiveness of work depends on a clear distribution of duties and responsibilities of all participants. All key employees must be involved in the process of building the business model. To do this, the company should hold strategic sessions, at which a decision should be made through joint efforts in the process of discussion (Porter et al., 2016). The final document should be formed in which all stages of the production process are written in steps, with an indication of the responsible people. All employees must know who is responsible for each step in the process, who controls it. The value of this document is that it reflects the common collective vision of the employees. Involvement in the process of discussing and building a business model allows consolidating the responsibility and increasing the cohesion of the team. This strategy can also build trust in the relationship between managers and employees.

Production flexibility is also an important solution to the company’s issues. Therefore, Lego Group must implement a system that assumes that production flexibly responds to customers’ needs. In practice, the company must have planning horizons with specific targets. This will allow the organization to use its resources more efficiently (Albrecht et. al., 2018). The implementation of a production planning system will allow for scheduling each order according to technological redistributions and stages, planning its timely financing, as well as material and technical supply (Wellin, 2016). As a result of the implemented activities, managers will receive simple and understandable tools, such as business process regulations and job descriptions, monthly plans, and daily tasks.

To solve the issues of quality management and performance level of the company, the Lego Group management should take a set of decisive measures. They may include the definition and regulation of business processes for organizing production, optimization of the organizational structure of the company, and the introduction of a production planning system. Besides, a system of mentoring and additional training can help to solve personnel issues as well. With the help of new knowledge, employees will receive career opportunities and additional incentives. For all employees, there must be a motivation system related to the overall result, which reflects the key performance indicators of production. All the mentioned solutions are financially feasible and can be implemented without investing too much money and time. Training of the employees, involving them in business processes, and giving them additional motivation are surprisingly cheap measures compared to their results.

Lego Group Risk and Reward Assessment

This section defines the methodologies to establish effective risk management and create a system of mutually beneficial cooperation between the top management of the company, managers, employees, customers, and other stakeholders. The balance of risk and reward is achieved through the periodic review of their strategies by all the participants in the chain. Once an optimal strategy is in place, a company can take practical steps to mitigate risks in several ways.

Automation and regulation of business processes, as a rule, can cause various risks. A project may not be completed on time or exceed the budget. The company may not be able to achieve the desired results using the proposed solutions. The implementation of any of these risks directly or indirectly leads to financial losses for the company. Therefore, the Lego Group needs to assess the risks for its potential loss ratio, as well as the possibility of minimizing the loss associated with the risk. This paper aims at analyzing business risks and rewards of the identified solutions to management issues of the Lego Group.

The choice of a business process automation system is one of the most important stages where the foundations are laid for the success or failure of the entire project. The most common risk at this stage is the lack of a long-term IT strategy for management (Willcocks et al., 2017). Other risks arise when the functionality of the system exceeds the scale of the company’s business. The most unprofitable risks are the inconsistency of the system with the industry specifics of the organization or the lack of a coherent strategy in the field of information technology. However, it is important to understand that the risks can be avoided by choosing a competent and thoughtful system.

Ineffective organizational plans for the implementation of the automation system, erroneous planning of the total cost of the project, as well as wrong timing are common planning risks. Failure to meet project deadlines often occurs when the customer’s specialists are responsible for implementation. The managers of the enterprise are more concerned about the timing, but if they are not involved in the project, the risks of being late arise (Valanarasu& Christy, 2018). Since the project consultants work mainly with top managers, they pay great attention to the shortcomings of their work, while customers are more concerned with how the company’s business processes will be implemented in the system.

The most unprofitable risks are associated with the human factor. The lack of formalized business processes, an increase in the workload on personnel, and the lack of a unified regulatory and methodological framework for the enterprise negatively affect the work of the company. Non-participation of senior managers in the project and the lack of support for implementation from the side of top managers also pose some risks (Valanarasu & Christy, 2018). The planning of a project often does not pay enough attention to the human factor. For example, changes in processes and work regulations that are inevitable during implementation usually cause negative reactions from employees. Therefore, special measures must be thought out to gradually prepare people for the new system.

Analyzing the relationship between investments in business processes automation, employee training, and quality management solutions, it becomes clear that it is necessary to develop technological and management innovations together. Information technology alone does not increase productivity; it grows thanks to management innovation and changes in business processes. To achieve the effectiveness of business decisions and minimize risks, the Lego Group needs to understand in which fields it should increase performance, and, therefore, focus on investments in these areas. It is necessary to transform business processes and reform the organization’s activities to effectively use the capabilities of information technology (Willcocks et al., 2017). Lego Group has to scrupulously calculate when and what sequence the company needs to invest in information technologies and employee training.

Ways to reduce the risks and increase the rewards include reasonable use of a phased approach to organizing implementation and formulated criteria for the success of a project. Timely identification of risks and providing a project with the necessary material and human resources will increase the reward from the proposed solutions. An important factor is the organization of workplaces and interaction procedures in such a way that the members of the project team can constantly and easily communicate with each other (Valanarasu & Christy, 2018). Taking into account these recommendations and paying attention to the highlighted risks will increase the chances of the Lego Group for the successful implementation of solutions for increasing performance and quality management.

The proposed solutions will significantly increase the clients’ engagement level. By automating business processes and investing in teaching employees, the company can achieve excellent results in improving the quality of work performed and reducing transaction costs (Mendling et al., 2018). To get a positive effect, the Lego Group needs to not only spend money on new equipment but also introduce the right changes into the workflow (Valanarasu & Christy, 2018). These changes will positively impact the level of performance, quality management, and the overall brand reputation.

Automation and regulation of business processes, training of the employees, as well as optimization of the organizational structure of the company always carry various risks. However, by analyzing all the risks and rewards at the stage of project planning, companies can minimize the likelihood of losses (Mendling et al., 2018). To avoid risks and increase rewards at the planning stage, the company must independently or together with a consultant form a project team think over the ways to control the results. It is also important to draw up a schedule for the implementation of functional components. The timing and budget of the project must be carefully planned, and the payback of the management solutions must be assessed. The types of risks that emerge during the implementation phase of solutions depend on many factors. The Lego Group is a large company with a complex organizational structure. This means that it will need more functional components of the management system, and the role of the human factor will be more significant.

Lego Group Impact Identification

Risk assessment is an evaluation of the conditions for the occurrence of risks and the determination of their impact on the project using standard methods and means. The use of these tools helps to partially avoid the uncertainties that often occur in a project. This section identifies the impact and determines the likelihood of achieving the final goal of the project and the degree of risk impact on the project. It also analyzes the impact of the risk consequences on the overall project.

It is important to understand how effectively the Lego Group team meets the needs of customers and other departments of the company. It is also necessary to contribute to the revision of the strategy for attracting personnel to improve knowledge and skills and raise the professional level of the team. It is substantial to automate business processes and help the company save time and money by simplifying complex and expensive procedures. Besides, an improvement program can help to create entirely new business processes that will allow the company to deliver the best possible service to its customers while reducing costs (Sikdar, 2017). All these changes in the business environment have both short-term and long-term effects on the employees and the clients. This paper aims at discussing the impacts relating to the business solutions of the Lego Group.

Business Impact Analysis examines how different types of changes and improvements in business strategies can affect the main areas of the company and key business processes. It allows the company to identify and rank various functions of the organization and form an assessment of the impact of changes on the organization’s ability to achieve key target indicators (Sikdar, 2017). To achieve the long-term effects of the implemented solutions, it is necessary to take into account the parameters that affect the feasibility of certain measures, such as logistic, temporal, spatial, economic, and personal factors.

To analyze the short-term and long-term impacts of the proposed solutions to the problems of quality management and performance level, the Lego Group management should determine which of the processes is most important. Priority should be given to the processes that most affect customers. To achieve the best long-term result, it is important to choose the processes for improvement, the correction of which will bring the maximum benefit with the minimum cost (Kiran, 2016). It is necessary to identify how this particular process relates to others, and how it affects the main stakeholders, such as customers and suppliers of the company.

Improving quality management will have a long-term positive effect since this process involves taking care of quality in every process carried out in the organization. It encourages employees to take actions aimed at increasing customer satisfaction and reducing costs. Quality management improvement has the advantage of enhancing the corporate image as well as establishing a positive business reputation for products in the marketplace (Kiran, 2016). Errors and product defects are detected and eliminated more quickly and before they enter the market. Thus, this solution will inevitably increase the level of customer satisfaction.

The automation of production processes at the Lego Group is essential for the development of the company and its customers. First of all, the purpose of this process is to reduce the influence of the human factor on errors that occur during the production process (Chaudhari, 2019). Fatigue, inattention of employees, as well as mechanical errors in the process of work can affect the production processes, the output of finished products, and the degree of satisfaction of the company’s customers. The quality of goods increases since technology always acts more accurately than a person (Chaudhari, 2019). The costs associated with the direct production process are reduced. This solution has a long-term beneficial effect on the company’s reputation. That is why automated systems are considered the most promising.

The impact of staff training on the effectiveness of the organization and, accordingly, on customer satisfaction also plays an important role. This solution to the problem of the company’s performance level can have both short-term and long-term results. The productivity growth of the Lego Group and its efficiency largely depend on labor resources. The effectiveness of the introduction of any innovation in an organization is determined by the degree of interest and participation of the middle and lower management level (Kiran, 2016). The learning process should help managers to overcome some qualities that hinder the implementation of changes, such as conservatism, adherence to an established order, a tendency to maintain hierarchical relations in an unchanged form.

This solution can increase staff productivity to a great extent. Global competition is no longer on the marketing and branding side but the performance level. Business needs employees to learn without a long break from the workplace (Kiran, 2016). This is especially true for corporate training of entire departments. As a result of the well-organized training and professional development of employees, not only the manager wins but also the employees, the company, and the customers.

Optimization and improvement of business processes is a complex, multifaceted task. Therefore, when embarking on the implementation of new technologies, in addition to describing the goals and objectives, it is advisable to set specific time frames for carrying out the planned work. Besides, it is necessary to take care of ensuring the loyalty of the team, for which it is necessary to conduct explanatory work with employees in advance. Human resources are the main value of the company and a significant factor in its success. A well-run business process improvement program can deliver many significant long-term and short-term results to an organization and increase the level of customer satisfaction.

Lego Group’s Reassessment of Solutions

As circumstances change, decisions may be revisited, and adjustments and changes may be made to ensure ongoing communication with stakeholders. If big changes are identified that significantly affect the overall cost and objectives of the project, then the solutions should be reviewed. This section is focused on the importance of reassessment of the identified solutions since the company must be ready to review the changes to its business process.

Monitoring the implementation of the solutions plays the role of a tool for identifying errors and flaws in their content. When they are found, it becomes necessary to make changes, amendments, and clarifications to the executable solution (Coulson-Thomas, 2016). After analyzing the first developments, the Lego Group management should make adjustments to them, including the participants of the processes and their areas of responsibility. Reassessment of business processes, as well as adjustment and validation of a specific business model for Lego Group, is an important final stage of changes and improvements.

At the final stage of implementing solutions, it is necessary to determine what needs to be adjusted. The list of solutions for the Lego Group includes, among others, updating the qualification requirements for employees, organization of performance assessment, training, and measurement of employee motivation. These decisions can be adjusted by regulating the actions of performers and transferring the efforts of subordinates in the right direction. Adjustments are required when actual results begin to deviate from those expected (Coulson-Thomas, 2016). The manager has to monitor the dynamics of deviations of the actual results of the company’s activities from the planned ones. This will allow the Lego Group to confirm the correctness of the provided solutions.

Reassessment helps managers to more fully and accurately imagine the remaining way to achieve the goal of increasing performance level. Thus, the correction of the decision continues the process of forming its content, which is expressed in the introduced refinements and amendments. At a certain stage, decisions may be made to eliminate some positions in case part of the responsibilities can be transferred to other employees (Ivanisevic et al., 2016). Reasonable correction of the solution does not change its content since the goal is the same and the means used to achieve it remain. Such adjustment can continue until the moment the decision is fully implemented, and a desired level of performance is achieved.

As a result, based on the analysis of the actual work of the employees, it is possible to make adjustments in the business schemes and change their structure. The last stage plays the role of feedback and ensures the continuity of the process of preparing and making solutions to the management problems of the Lego Group. Reassessment also allows the company to improve the procedures for its adoption based on the accumulated experience.

Conclusion

This comprehensive report analyzes the mechanisms for making solutions to management issues and indicates what information managers need to make these decisions more informed and promptly. It is an effective tool that can help to improve the various processes of the company, shedding light on the mistakes made in them. For example, streamlining employee performance, improving quality management, and increasing productivity level at the Lego Group will put the company in a better position by giving it a competitive edge over other companies. This report is more than decision support; it has the potential to transform the organization and optimize its key processes. When leaders successfully use this framework to improve business, they will make a meaningful contribution to the Lego Group company. With quick access to the company’s issues, solutions, needs, risks, and reward assessment, managers can more effectively use their time to analyze internal information and make decisions. This report can help them determine their further course of action much faster and more efficiently.

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