The foundation of the method

In 1995, the successful LEGO company was faced with new challenges, such as the emergence of video games. Under the leadership of Kjeld Kirk Kristiansen, the company embarked on a search for innovative strategic approaches.

At the time, Professors Johan Roos and Bart Victor of the Institute of Management Development in Lausanne (IMD) in Lausanne were exploring new approaches to strategy development. Given the existing collaboration between IMD and LEGO, it made sense to join forces. Kjeld Kirk Kristiansen was dissatisfied with the company’s previous internal strategy approaches and saw the two professors as ideal sparring partners. However, something was still missing.

an expert in learning processes, joined the team in 1999 and brought the necessary change. Under the leadership of Robert Rasmussen, and later with the support of , the was systematically developed from the end of 1999. Eventually, the idea became a robust method: LSP officially launched in 2002.

In 1999, Robert Rasmussen, an expert in learning processes, joined the team and brought about the necessary change. Under his guidance, and later with the support of Per Kristiansen, systematic work began on the development of the LEGO SERIOUS PLAY (LSP) method. Eventually, the idea developed into a powerful methodology:
LSP was officially launched in 2002.

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Playing to solve serious problems LEGO SERIOUS PLAY may look like child’s play, but it’s more than just a game. It is a dynamic method for fostering creative thinking, communication and problem solving in organisations, teams and individuals. It transforms traditional “lean backward” workshops, where only a few people actively participate, into “lean forward” workshops, characterised by engagement and interactivity. Participants use special LEGO sets to make their thoughts and ideas visible and tangible by physically modelling concepts and ideas. The result is those wonderful “I didn’t know I knew that” moments.

USP’s

3

involves everyone equally – regardless of hierarchy, background or perspective.

6

It’s about discussing solutions and ideas, not individuals.

// People need to have a voice, to be heard and understood. // People naturally want to contribute, be part of something bigger and take responsibility. // Teams often work sub-optimally, leaving the knowledge of team members untapped. // Leaders don’t have all the answers. // Sustainable success depends on hearing all the voices in the room.

LSP is based on sound research from a variety of disciplines including constructivism, neuroscience, flow theory, game theory and imagination. LSP combines these insights into a practical method that is gaining increasing popularity in the business world. Its interdisciplinary approach creates the ideal conditions for effective problem solving and innovation.

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