By spotlighting which constituency LEGO must serve, Knudstorp stood a better chance of changing more minds. Such clarity began to infuse staffers with enough confidence to face the future.
Tighter focus leads to profitable innovation
In the 1950s, when the son of the LEGO Group’s founder decided to bet entirely on the plastic brick and cease production of wooden toys, he demonstrated that channeling people’s creativity into one specific area could generate an out pouring of profitable products. In the decades that followed, even as LEGO spun out product lines such as DUPLO for preschoolers and Technic for advanced builders, each of those platforms was rooted in the LEGO building system. By consistently doing more of what it had done before, LEGO improved its chances of making successful products.
– David C. Robertson with Bill Breen Brick by Brick