His plans to cut costs and lay off employees. For management strategy, he decided to have managers rotate their positions every 6-12 months, which reduces the depth of knowledge they have in a specific area. The perceived benefits of the rotation were to create well rounded managers. Ultimately, the lack of stability in the manager positions has hindered the company’s ability to make the best decisions for the company. The managers were not invested in the overall brand of LEGO and failed to utilize the company’s core strengths in their decision-making process. The lack of coordination between the different areas of supply chain affected the organization deeply. The number of components doubled over an eleven-year period and it greatly affected the manufacturing, demand forecasting, and inventory management of the
His plans to cut costs and lay off employees. For management strategy, he decided to have managers rotate their positions every 6-12 months, which reduces the depth of knowledge they have in a specific area. The perceived benefits of the rotation were to create well rounded managers. Ultimately, the lack of stability in the manager positions has hindered the company’s ability to make the best decisions for the company. The managers were not invested in the overall brand of LEGO and failed to utilize the company’s core strengths in their decision-making process. The lack of coordination between the different areas of supply chain affected the organization deeply. The number of components doubled over an eleven-year period and it greatly affected the manufacturing, demand forecasting, and inventory management of the