Kirsty Wark: Ladies and gentlemen, welcome
to the house of fun. This session is all about
entertainment and interactivity. And what
we're going to be discussing, really, is that
interactivity is still in its infancy. Technology
delivering entertainment by social media,
crowd sourcing, social groups around new ways
of playing games, consumers completely altering
and owning games and bringing their own applications
to them.
But before we start, just a word about something
the chancellor forgot to mention. And it's
a new Downing Street game. It's an app you
can get, it's called "Build Your Own Cabinet."
The idea is the government is going to have
to respond to every suggestion for reforming
the cabinet. And this week might be a very
fair tall time to do that.
Anyway, in the time it takes to hold this
session, a ten-year-old will have devised
a new online LEGO game, Endemol will have
dreamt up a new brand for online and on iPhone,
a group from Bangalore to Brighton will have
set up a new online restaurant on Playfish,
and somebody will have subverted Damon Albarn's
Gorillaz project.
So this is about realizing where the innovation
is coming from, where the monetization is
coming from. Who leads the way? Is it the
brand? Is it the consumer?
We're going to have, hopefully, an hour of
fun. Who would have imagined Facebook five
years ago, great venture film social network
opened everybody's eyes to what was actually
going on.
Delighted first of all to have Jørgen Vig
Knudstorp, who is the CEO of the LEGO Group.
The thing you need to know about Jørgen is,
he has been CEO of LEGO for seven years. The
most important is, he has four children between
the ages of four and ten. And probably that
is his best source of ideas. So I hope he's
paying them very, very well.
Bear in mind that LEGO was started 80 years
ago, 1931, right in the middle of a recession.
And it was almost -- I won't say dying on
its feet, but it was certainly in need of
rebooting. And Jørgen was the man who rebooted
it.
How did you reboot it?
>>Jørgen Vig Knudstorp: There are two things,
forget about turnaround, talk about bailout.
You have to turn from turnaround to transformation
if you want to reboot a company. I think there
are two things that are extremely important.
One is you need to find out what's the essence
of that brand. By the way, it's not up to
the management team to decide that. You need
to speak to some other people, in my case,
the people outside the door, who will showcase
various LEGO pieces, they are not on my pay
list. They are LEGO fans, the LEGO community.
They define what LEGO is all about. In our
case, it's a creative building system which
there's no equal of in the world. And, of
course, if you're Google, it's all about search.
But you have to stick to that essence and
go deep into the essence instead of expanding
what you're all about.
>>Kirsty Wark: What was the thing that was
unique about LEGO that was different from
Mechano at the time, different from Playmobil.
What is the LEGO thing?
>>Jørgen Vig Knudstorp: Well, the business
idea is very simple. So this is me, of course.
You'll all be able to see that.
>>Kirsty Wark: A little bit more hair.
>>Jørgen Vig Knudstorp: A little bit younger,
when I had lots more hair.
But when you take LEGO bricks apart, there
are 7,000 pieces, they can all be built together,
and when you put them together, they do not
fall apart. And yet you only have to be two
years old to take them apart.
And that means you work in a structured, systematical
fashion. At the same time, you can build anything
you can imagine. So you work in a creative
system which there's no equal of in the physical
world. And getting back to the core of that
was what it's all about.
>>Kirsty Wark: I looked up the LEGO Web site.
And the what it still has which is extraordinary
to me is a child like quality. And yet it's
not about children necessity, is it? It's
about adults as well.
>>Jørgen Vig Knudstorp: It is about children
of all ages. And I think the thing is that
everybody wants to create something. You want
to create a great experience for the audience
in here today. Somebody's going to hand in
a report to his boss today. He wants to create
something that is his own. What LEGO enables
in children of all ages is to make something
that is their own, to write rather than to
read.
>>Kirsty Wark: To write rather than to read.
The way they write now is different because
they have the physical experience at home.
But what is great is that they also do an
enormous amount of absoverting.
>>Jørgen Vig Knudstorp: Yes. So if I can
have the camera again, I'd like to show one
example of this. I think we're online in here.
Let's see. We're here on YouTube, hopefully.
And I'd like to show you a little video that's
been created by a LEGO person.
[ Video. ]
>>> In between battles, where Darth Vader
can thrill and, I will have them (inaudible).
>>Kirsty Wark: So tell us, this is essentially
Eddie Izzard, yeah?
>>Jørgen Vig Knudstorp: Yeah. So what happening
is a child has found an Eddie Izzard DVD,
I presume, stolen the sound track -- or an
adult -- built a LEGO universe with LEGO bricks,
made a stop motion video, and put it on YouTube.
And you might say that's very interesting.
I think we'll hear from the record industry
a little bit later how innocent that actually
is. But I can certainly say that from our
I.P. protection, which is something we worry
a lot about, is that we're, of course, quite
happy with this, because this video has now
--
>>Kirsty Wark: Free advertising for LEGO.
>>Jørgen Vig Knudstorp: This video has now
run in 15 million views in just this version
and several million views in other versions
of that same video.
So what's happening is that Google has told
me that there's more than 750,000 LEGO animated
videos on YouTube. However, I only know of
the LEGO Group putting less than 50 on. So
the rest is user creativity. And that's happening
within the game environment. It's obviously
a bit more involved than what you see on the
video.
But it enables children of all ages to live
the essence of the brand in a completely new
way.
>>Kirsty Wark: So they take ownership of it
completely?
>>Jørgen Vig Knudstorp: Yes.
>>Kirsty Wark: What I'm also interested in
is how you adopt existing brands, most notably,
Pirates of the Caribbean.
What seems extraordinary to me is that people
who are playing your LEGO games, which seem
very simple, are probably playing a lot of
high-end games as well. So children of all
ages is what you're saying?
>>Jørgen Vig Knudstorp: Yes. I think you
can enter a lot of partnerships. One of the
huge assets of our company is that we are
family-owned in the fourth generation, through
80 years. I'm the fourth CEO in 80 years.
And we've never made an acquisition --
>>Kirsty Wark: What is it with you Scandinavians?
You just hang on to things.
>>Jørgen Vig Knudstorp: We've never made
an acquisition. I don't suggest that's a good
strategy for every company. But this is a
company where the cultural fit, the ownership
is practiced with enormous continuity. That
means when you meet Disney, when you meet
Lucas and you form partnerships, you can bring
your essence to play, you can be uniquely
LEGO in that context, which is what appeals
kids to play pirates of the care beans, or
star wars.
>>Kirsty Wark: You had McKinsey training and
also your Merlin training as well. And as
you say, four owners, four CEOs in 80 years.
So did you bring something to the table that
they hadn't even imagined? I mean, be frank
with -- be old fashioned.
>>Jørgen Vig Knudstorp: Yes. That's why I
think sort of one thing -- people always say
this, how did you create the turnaround. My
first answer is, I didn't. It was a transformation.
It has two parts. The essence of what -- you
have to answer, why do you exist, what's your
unique identity. And the scary part is, very
little. Why do companies exist? Most companies
just do whatever everybody else is doing.
When you narrow that down to what you are
uniquely doing and you want to be a global
player, it's not an awful lot. And for me,
it's putting pieces together better than anything
else. So that's one thing.
The other thing is, how do you then transform
your business system, your business model.
Which is, people are saying, wow, you've really
changed the LEGO brand.
I'm saying, no, the only thing I have not
changed is the essence of the LEGO brand.
We have come home to where we began. But I
have changed everything else. Or not I, but
the company has. So how we do business, how
we work with partners, how we do key management,
how we've gone digital, how we operate our
supply chain, so all the rest of it. So you
have to create all of that to create the revitalization
of the brand.
>>Kirsty Wark: How do you create the kind
of social network around LEGO? It's is not
just one-to-one, do you have groups.
>>Jørgen Vig Knudstorp: Yes. I have to admit
that's something we get a lot of credit for
and we can take no credit. The LEGO community
was there already. When I became CEO, very
few people knew of Facebook, but there was
something called LUGNet LEGO User Group Online.
I was not a member of the family. I was a
McKinsey man. Still, the fans of LEGO, which
there are millions of -- and they're organized,
of course, now through Facebook and other
ways -- view me as merely the administrator
of their company, their brand, their passion.
I'm the McKinsey guy who tries to make sure
it doesn't die.
So this is something you cannot just -- let's
make a community. You have to have something
that's authentic, that people are passionate
about. Otherwise, the community is a marketing
gimmick.
>>Kirsty Wark: Who leads what? Do your consumers
-- if a ten-year-old comes up with a fantastic
LEGO game that goes on line, do you pay them?
You get all the upside.
>>Jørgen Vig Knudstorp: One of the worst
things you can do with a community of fans
is put them on the payroll. Yes, they would
like a free LEGO set if they help out with
something. But what they want is influence
in what they're passionate about. They want
to be listened to. One of the things I do,
for instance, when I get an e-mail, and I
do get quite a few e-mails, I always answer
personally. And my lawyers are all over me,
no, no, no, you did not write that. You write,
we made a mistake and that color is brown
not as it should be, they're going to put
it on YouTube. They've never done so far.
>>Kirsty Wark: What is one of the things people
have trusted you with that you have incorporated?
>>Jørgen Vig Knudstorp: So one of the things
we do is, every week we have fans within our
product development. And I'll just give a
contrast between adults and kids. So we used
an adult fan community for developing a generation
of castles. They look very medieval, classical
castle. And then we brought in the kids. The
kids said, "Well, that's all very nice, but
where's the dragon?"
And the adults said, "Excuse me, kids. There
were no dragons in the Medieval ages."
And the kids say, "What's fun about that?"
So that's the dialogue. Not single fans, right,
but you get that, which is what I think IDEO
would call design logic. You go through the
eyes of the user instead of the eyes of the
company.
>>Kirsty Wark: What about unintended consequences.
The joy is you can make whatever you want.
But there are some extraordinarily complicated
things.
>>Jørgen Vig Knudstorp: Yes. I think there
are a lot of things that can go wrong. People
who abuse your I.P., we have had people who
make concentration companies, pictures of
the prophet Mohammed.
>>Kirsty Wark: It's interesting you say there's
a problem with a concentration camp, because
it's simply what perhaps children want to
imagine.
>>Jørgen Vig Knudstorp: Well, the issue I
saw was, the people said, well, LEGO obviously
must have been involved in this. LEGO is sort
of promoting this. What's fun about a concentration
camp?
But, see, the thing is that I think you can
only do this sort of thing if you have a strong
reputation, if you really have an honest dialogue
with the stakeholders or the community. So
it's a very delicate balance. But when you
can establish that level of trust and genuine
dialogue, you can get mostly very good things
out of it.
>>Kirsty Wark: Well, of course, this is a
commercial group in here, but what's the next
plan?
>>Jørgen Vig Knudstorp: The issue for my
case is that we've now done a transformation.
People are saying, that's great, so now you're
on same ground. Good luck and retire. But,
of course, transformation is always called
for. Fundamentally, where I think LEGO stumbled
was we had not adopted through the trend of
digitization, globalization and not the planet,
the agenda, and I see those is three huge
adaptable challenges for the company. And
I'm not sure how to answer them. So there's
lots of work ahead.
