LEGO Development Process - Iva

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LEGO Development Process – portfolio milestone overview The strategic part of the development of the portfolio Launch Year 2008 TOTAL 2008 Novelties - for subsequent years Novelties Carry Over Total 2009 2010+ Product Life Consumer Sales 542.0 500.0 1042.0 180.7 60.2 782.9 Gross Sales 650.4 500.0 1150.4 108.4 24.1 782.9 - CTT and Cash discount -75.0 -59.6 -134.6 -12.5 -2.8 -90.3 Net sales 575.4 440.4 1015.8 95.9 21.3 692.6 - FMC Costs -179.4 -133.5 -312.9 -29.9 -6.6 -215.9 - Kirkbi royalty -20.1 -15.4 -35.6 -3.4 -0.7 -24.2 Gross Contribution 1 (GC1) 375.9 291.4 667.3 62.6 13.9 452.5 - Full Distribution Costs -41.2 -31.6 -72.8 -6.9 -1.5 -49.6 Gross Contribution 2 (GC2) 334.7 259.9 594.5 55.8 12.4 402.8 - Direct Marketing spending -38.0 -10.0 -48.0 -38.0 Gross Contribution 3 (GC3) 296.7 249.9 546.5 55.8 12.4 364.8 - Market overhead costs -62.0 -48.0 -110.1 -10.3 -2.3 -74.7 Gross Contribution 5 (GC5) 234.6 201.8 436.5 45.4 10.1 290.2 - Project Costs -13.9 -13.9 -13.9 - Cost of Capital Employed -7.8 -5.4 -13.2 -1.2 -0.3 -9.3 Earnings Before Allocations 212.9 196.5 409.4 44.2 9.8 267.0 Calculated EBA % of Net Sales 37.0% 44.6% 40.3% 46.1% 46.1% 38.5% Gross Sales /FMC Factor 3.63 3.74 3.68 3.63 3.63 3.63 Project Outgoings (Mill DKK) Costs Total Investments Total Grand Total Concept & Development 2.9 Mould 1.9 Technical Development and purchased samples 1.7 Equipment 0.4 Packaging & Insp. Materials 3.8 Ext. purchased 2.6 Campaign 4.5 Project support 1.0 Total project costs 13.9 Total invest. 4.9 18.8 Year x-2 March May SEP NOV Portfolio milestones P0 P1 P2 P3 Focus area Strategic scoping Strength Opportunity freeze Opportunity 1 Concept portfolio freeze Project portfolio freeze Issue Opportunity 2 Opportunity 3 Weakness Opportunity 4 Opportunity 1 Opportunity Issue Opportunity 2 Opportunity 3 Opportunity 4 Threat
The Project Milestone phases are more organic and the projects decide when they are ready to pass a gate, but we have last date that a gate should be passed Year 2007 TOTAL 2007 Novelties - for subsequent years Product Amounts stated in Mill DKK Novelties Carry Over Total 2008 2009+ Life Consumer Sales 376,4 105,6 482,0 188,2 87,8 652,4 Gross Sales 451,7 126,7 578,4 150,5 50,2 652,4 - CTT and Cash Discounts (50,2) (14,2) (64,4) -16,7 -5,6 -72,5 Net sales 401,5 112,5 514,0 133,8 44,6 579,9 - FMC Costs (134,2) (41,7) (175,9) -44,7 -14,9 -193,9 - Kirkby royalty (14,1) (3,9) (18,0) -4,7 -1,6 -20,3 Group Contribution 1 (GC1) 253,2 66,9 320,1 84,4 28,1 365,7 - Full Distribution Costs (27,0) (8,7) (35,7) -9,1 -3,0 -39,1 Group Contribution 2 (GC2) 226,2 58,2 284,4 75,3 25,1 326,6 - Direct Marketing costs (27,6) (1,0) (28,6) xxx xxx -27,6 Group Contribution 3 (GC3) 198,6 57,2 255,8 75,3 25,1 299,0 (41,7) (11,7) (53,4) -13,9 -4,6 -60,2 Group Contribution 5 (GC5) 157,0 45,5 202,4 61,4 20,5 238,8 - Project Costs (11,1) (11,1) -11,1 - Cost of capital employed (4,0) (1,2) (5,2) -1,29 -0,4 -5,7 Earnings Before Allocations (EBA)141,9 44,3 186,1 60,1 20,0 222,0 EBA % of Net Sales 35,3% 39,3% 36,2% 44,9% 44,9% 38,3% NIP / FMC Factor 3,36 3,04 3,29 3,36 3,36 3,36 Operating Profit 1119,1 316,7 1435,4 417,0 139,3 1674,6 Calculated ROS % 248% 250% 248% 277% 278% 257% Project Investments 0,7 0,7 0,7 Capital employed 30,4 9,4 39,8 10,1 3,4 43,9 Capital Return on Invested Capital (GC8)1115,1 315,5 1430,2 415,7 138,9 1668,9 Calculated ROIC % 3588% 3344% 3530% < Launch year - Project life > 3744% ROI Factor (GC 5/Total outgoings) 13,3 17,1 20,2 Project costs Total Investments Total Grand Total 2,2 0,6 0,8 0,0 2,6 0,1 4,6 0,9 Total project costs 11,1 Total invest. 0,7 11,8 Time NOV Year x-1 JAN FEB MAR APR MAY JUN JUL Aug SEP OCT NOV DEC JAN Project milestones M1 M2 M3 M4 M5 L Project kick-off Business case freeze Product and packaging freeze Communication freeze First Procurement date Launch Project team Novelty Project Financial Business Case Project . . . . . . . . . . . . . RACERS . . . . . . . . 2007 . . . . . . . . . . . . Year . . . . . . . . . . . . . . . . . . . . 2007 . . . . . . . TV spot Packaging graphic Key visual Campaign tool box Employed 31,1 9,4 40,5 10,1 3,4 44,6 Project Outgoings (Mill DKK)
Page 1 and 2: Danmarks Biblioteksskole & Danmarks
Page 3 and 4: Agenda •LEGO Shared Vision LEGO I
Page 5 and 6: Shared Vision - At blive den føren
Page 8: Mission Oplevelser og forventninger
Page 11 and 12: LEGO Development Process - LDP 2004
Page 13: Change management LEGO Development
Page 17 and 18: The key pillars of the LEGO Develop
Page 19 and 20: And it is based on continuous inter
Page 21 and 22: HOT TEAMS - High Performance Teams
Page 23 and 24: John P. Kotter: Ottetrinsprocessen
Page 25 and 26: DESIGN FOR BUSINESS PROJECT OBJECTI
Page 27 and 28: Takeaway 1: Develop an Innovation M
Page 29 and 30: The LEGO Innovation Model takes a n
Page 31 and 32: It talks about 4 different TYPES of
Page 33 and 34: It talks about 4 different TYPES of
Page 35 and 36: It comprises 3 different LEVELS of
Page 37 and 38: We can draw an “Innovation profil
Page 39 and 40: ….or an entire portfolio of proje
Page 41 and 42: INNOVATION DEFINITION - TEAM DYNAMI
Page 43 and 44: Design process and………..Projec
Page 45 and 46: Innovation Workshop We want to lift
Page 47 and 48: Innovation Workshop 2 LT STRATEGY W
Page 49 and 50: Innovation leadership (summary):
Page 51: THANK YOU….? !

LEGO Development Process - Iva

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