David Robertson

Managers are bombarded with dozens of theories for how to manage innovation. These theories all promise growth and profits, but the actual results are less positive. Using the case study of LEGO, David Robertson's keynotes explore how to manage innovation across a company.

In 2003, LEGO almost went bankrupt. LEGO’s managers had followed the advice of experts—“head for blue ocean,” “practice disruptive innovation,” “open innovation,” “develop the full spectrum of innovation”—and that advice almost led them to ruin. By focusing on promoting innovation, the company lacked the focus and direction good innovation management can bring. In one of the most successful turnarounds in modern business history, LEGO restructured its innovation management system and saved the company. Today, LEGO is the most profitable and fastest growing company in the toy industry, growing sales at 24% and profits at 40% per year every year for the past five years. Robertson reveals the LEGO story and the lessons to be learned about how to lead and govern innovation. Highly repeatable across a wide range of companies, Robertson shares the "bricks" needed to build innovation management systems—processes, tools, roles, and policies that work for your company.