Ryerson MBA is participating in The Economist’s Real Vision Investment Case Study against teams from some of the world’s other leading MBA programs. Their challenge? Analyze Walmart and Amazon to determine which retail giant’s stock is the better investment choice over the next 10 years.
Here, team member Saad Rahman discusses how the team used LEGO to make their analysis more clear. Visit The Economist website to view the full analysis and vote for Ryerson MBA.
Like many kids, when I was young I spent countless afternoons playing with LEGO, building houses or any other structures my siblings and I could imagine. Over the years, I have seen many evolutions of LEGO, but it wasn’t until I learned about LEGO SERIOUS PLAY that I realized the toy building bricks had applications beyond a child’s play room. In fact, LEGO is becoming more popular in the corporate boardroom.
LEGO explains it thusly on their website:
The LEGO® SERIOUS PLAY® methodology is an innovative process designed to enhance innovation and business performance. Based on research which shows that this kind of hands-on, minds-on learning produces a deeper, more meaningful understanding of the world and its possibilities, the LEGO® SERIOUS PLAY® methodology deepens the reflection process and supports an effective dialogue – for everyone in the organization. The LEGO® SERIOUS PLAY® methodology is an innovative, experimental process designed to enhance innovation and business performance.
As our team began to formulate our analysis for the Real Vision Investment Case Study, I realized the project presented the right opportunity to bring forward the idea of leveraging LEGO SERIOUS PLAY to better explain our thought process. As you can see in the full video portion of our entry, LEGO helps us to present an intriguing and easy-to-understand visual to accompany the Walmart vs. Amazon debate.
A screenshot of the Ryerson MBA team’s use of LEGO SERIOUS PLAY
Just as LEGO has been shown to unleash a strong level of creativity and interaction between children at play, it can also help organizational leaders to formulate and express new business ideas and solve problems. By utilizing visual, auditory and kinesthetic skills, LEGO allows participants to learn and listen, and can unlock their potential in the organization empowering them to “build their strategic ideas.”
Through the use of LEGO, every individual in the boardroom, regardless of culture or position, can communicate through a shared language – one that is familiar to many of us from childhood. Participants can build their own 3D model in response to the facilitator’s questions using specially selected LEGO elements. These 3D models then serve as a basis for group discussion, knowledge sharing, problem solving and decision making. It helped our team come to some important decisions in our analysis.
Visit The Economist’s Real Vision Investment Case Study to view our full analysis. And don’t forget to vote for us for the People’s Choice Award – registered users can vote daily!