the LEGO Group reviews

Progression can be very slow and limited

In certain data-oriented business units, recent restructuring efforts led to multiple employees - some of whom are parents with small children - being let go from one day to the next, during mid-summer, a period typically marked by a slower job market. This occurred without prior communication, internal redeployment opportunities, or additional support, despite the apparent availability of open roles within the company. These actions felt misaligned with the company's stated values around employee wellbeing, family support, job stability and its broader branding as a people-first organization. Over the past few years, this particular organizational unit has faced challenges in consistent leadership and clear strategic direction. Decision-making has at times lacked transparency and accountability, with frequent shifts in priorities and overly optimistic internal communication that did not always reflect operational realities. Certain technology-related initiatives were introduced with high expectations but limited alignment to actual user needs or capabilities, highlighting a gap between vision and execution. Combined with recurring restructurings - often once or twice a year - these patterns have contributed to a sense of instability and eroded trust in leadership.