Business Zen: Lego of the old and embrace change

Russell Bell

Lego. What a truly magnificent product and a case study for all business in terms of adaptation and staying ahead of the curve.

On Sunday night -- and by that I mean early Monday morning -- I was thinking about a presentation I ended up giving to the Whanganui Chamber of Commerce on Tuesday morning.

I was due to speak about strategic planning, a service we provide here at Balance and something that I have been passionate about since the early 2000s in my time at KMPG and then latterly Deloitte.

It dawned on me (at a time when the real dawn was hours away) that the essence of strategic planning can be seen in every Lego product.

First, there is the vision both in terms of the finished product but also in the fun experience to be had with each set. In my case it is a shared experience with Junior Bell. Such times are truly precious.

Then there is the mission(s) that is about completing the project (which now is broken down into discrete sections or "strategic objectives" as you build the components which make up the larger whole).

And, if it is me and junior, there is then the allocation of activities and follow-up between us to ensure that we do what is required in the right way so that we get the desired result.

The point I made in my presentation to chamber members is that the instruction booklet is like a strategic plan that brings together all the resources so that you get the end result.

The resources, tools and ambitions we have are represented by the individual Lego bricks -- but it is unlikely that you or I could create the Tower of London or the Millenium Falcon based on purely a picture or vision after being handed a box of Lego blocks. We need a documented plan to ensure we are successful.

Basically, without a plan to follow the chances of success are slim.

The best strategic plans are documented but also supported by follow up and regular accountability.

And that is not to say that you cannot be creative. The visioning process is certainly a place for that but also, through continuous improvement, the execution of the plan can be improved through creative approaches to achieving objectives -- or even just getting work done.

My son has a unique way of testing the design to ensure he has it right -- it takes a little bit more time but he never gets it wrong.

But, as you dig a little deeper on Lego (the business), you can see how they are evolving. They are doing this through taking into account the changing environment, listening to their customers and delivering as an entertainment conglomerate. Not to mention their production and logistics operations which are incredible.

However, if you look at Lego, you will also find that they are as much a leader in the digital space as they are in "bricks" and mortar -- movies, video games, innovation, education etc.

And my message to the Chamber was as much about this as anything else. While "disruption" is becoming an annoying buzzword and a number of so-called trumpeted advancements won't eventuate (e.g. you are never going to have people stop driving automobiles), we need to embrace change. And to be effective you need an effective strategic plan -- otherwise your business efforts could just be an assortment of disconnected bricks.