企業轉型與生態系策略分析：以樂高集團為例

Abstract

隨著數位科技興起，不論是電子遊戲或科技在傳統玩具上的應用，都改變了整個玩具產業的競爭態勢。本研究以個案分析深入探討樂高集團的企業發展，分析樂高集團如何在成立至今的92年間不斷透過策略調整適應外部環境變化，並讓規模持續成長，於2015年成為玩具產業品牌龍頭。 本研究將樂高集團發展歷程分為四個時期，分別為產品主導時期（1932-1992）、多元創新時期（1993-2003）、聚焦成長時期（2004-2016）與生態建構時期（2017-至今）。第一階段樂高集團以咬合機制專利與樂高®玩樂系統讓樂高®積木在市場中佔有龐大的份額，並透過國際擴張策略跨出丹麥，成為一間全球玩具製造商。1993年，隨著專利到期與電子遊戲開始佔據孩童們的玩樂時間，樂高集團的雙位數營收成長中斷，為了挽救財務狀況展開一系列多元創新策略，反倒讓樂高集團逼近破產邊緣。這個時期的失敗因素主要來自於長久成功經驗釀成的慣性阻礙，包含不願承認威脅的認知慣性、讓企業陷入慣常的思維模式的行動慣性與因恐懼而過度反應的心理慣性。2004年，樂高集團首次找來了非家族成員擔任執行長，透過建立轉型策略、調校組織架構與流程、重塑創新文化等措施讓樂高集團重回成長軌道。隨著玩具產業加速衰退，2017年樂高集團再次面對營收與獲利下滑的危機，這次樂高集團快速進行應變，以在地化、數位化、永續發展為三大重點，與價值網中不同成員發展出既競爭又合作的關係，各自發揮所長之處創造價值。 統整樂高集團各階段的商業模式調整，本研究歸納出樂高集團的轉型成功關鍵包含釐清企業的價值所在，掌握優劣勢並做出取捨，以及從一間封閉的企業轉為擁抱開放式創新文化，與不同的合作夥伴共創價值。而能夠不斷透過策略調整實現自我成長的關鍵則是透過核心能力與資源的移轉發展新事業，以及與生態系合作夥伴的競合互動思維，衍生出生態系的防禦策略。

With the rise of digital technology, the application of electronic games and technology in traditional toys has altered the competitive landscape of the entire toy industry. This study, through a case analysis, examines the corporate development of the LEGO Group, analyzing how the LEGO Group has continuously adapted to changes in the external environment through strategic adjustments over its 92-year history. This adaptability has enabled the LEGO Group to achieve sustained growth, ultimately becoming the leading brand in the toy industry by 2015. This research divides the LEGO Group's development into four periods: the Product-Driven Period (1932-1992), the Diversified Innovation Period (1993-2003), the Focus and Growth Period (2004-2016), and the Ecosystem Construction Period (2017-present). During the first phase, the LEGO Group secured a large market share with its patent and the LEGO® system in play, expanding internationally and becoming a global toy manufacturer. In 1993, as patents expired and electronic games began to dominate children's playtime, the LEGO Group's double-digit revenue growth halted. In response, the LEGO Group implemented a series of diversified innovation strategies to salvage its financial situation, but these efforts nearly led to bankruptcy. The failure during this period was primarily due to inertia from long-term success, including cognitive inertia (unwillingness to acknowledge threats), action inertia (entrapment in habitual thinking), and psychological inertia (overreaction due to fear). In 2004, the LEGO Group appointed its first non-family CEO, who established a transformation strategy, realigned organizational structures and processes, and reshaped the innovation culture, steering the company back onto a growth trajectory. As the toy industry continued to decline, the LEGO Group faced another crisis in 2017 with decreasing revenue and profits. This time, the LEGO Group swiftly responded by focusing on localization, digitalization, and sustainable development, forming competitive yet collaborative relationships with different members of its value network, each contributing their strengths to create value. By synthesizing the business model adjustments at each stage of the LEGO Group's development, this study identifies the key factors for the LEGO Group's successful transformations: clarifying the company's value proposition, recognizing and leveraging strengths and weaknesses, and evolving from a closed enterprise to one that embraces an open innovation culture and co-creates value with diverse partners. The ability to achieve continuous growth through strategic adjustments hinges on leveraging core competencies and resources to develop new businesses and adopting a coopetition mindset with ecosystem partners, resulting in a defensive strategy for the ecosystem.