MANAGEMENT, GLOBALISATION & INNOVATION

Fox Business Radio – Business Insight
Host: Lauren Mitchell
Guests: Thomas Keller (LEGO) and Charlotte Bennett (Burberry)

INTRODUCTION

Lauren Mitchell:
Good afternoon and welcome to Business Insight on Fox Business Radio. I’m Lauren Mitchell.

Today we’re discussing how global brands innovate while responding to new expectations about sustainability, digital transformation and international competition. In a world where markets are deeply interconnected but also increasingly uncertain, companies must remain agile while continuing to build long-term value.

Two companies illustrate these challenges particularly well: LEGO, the Danish toy manufacturer that has become a global leader in creative play, and Burberry, the iconic British luxury fashion house known for its heritage and global brand image.

Joining us today are two executives who have experienced these transformations from the inside. Thomas Keller is a senior executive at LEGO and previously worked at Playmobil. Charlotte Bennett is a senior executive at Burberry and earlier in her career held leadership roles at Louis Vuitton.

Thomas, Charlotte, thank you both for joining us.

2 INTRO REPS 1

Thomas Keller:
Thank you, Lauren. It’s great to be here.

INTRO REPS 2

Charlotte Bennett:
Thank you for having us.

Q1

Lauren Mitchell:
Thomas, let’s begin with LEGO. The company has become one of the strongest global brands in the toy industry, with products sold in more than 130 countries and a global community of fans across generations. But the environment around children’s entertainment has changed dramatically. Today children spend time on digital platforms, mobile games and streaming services.

How does LEGO remain competitive in this new landscape?

A1

Thomas Keller:
It’s true that the competitive environment has changed. Twenty years ago, toys competed mainly with other toys. Today, they compete with video games, social media and digital entertainment.

Our strategy has been to combine physical creativity with digital innovation. LEGO bricks remain at the heart of our business, but we now complement them with digital tools, online communities and interactive experiences.

For example, we have developed digital platforms where fans can design and share their creations. Community engagement is extremely important for us. LEGO also benefits from a large global community of adult fans, often called AFOL, which stands for “Adult Fans of LEGO.”

From a strategic perspective, innovation also means investing heavily in research and development. At the same time, we must maintain product quality and safety standards, which are essential in the toy industry.

Q2

Lauren Mitchell:
Another major issue facing global companies today is sustainability. The toy industry relies heavily on plastic materials, which raises environmental concerns.

How is LEGO addressing this challenge?

A2

Thomas Keller:
Sustainability has become a central strategic priority for us. The company has committed to reducing greenhouse gas emissions by 37 percent by 2032 and achieving net-zero emissions across our value chain by 2050.

We are investing heavily in research to develop more sustainable materials for our bricks and packaging. In fact, recent reports show that more than half of the materials used in LEGO bricks now come from renewable or recycled sources.

This transition requires collaboration across the entire supply chain, from raw material suppliers to manufacturing partners and logistics providers.

Innovation and sustainability must go hand in hand if we want long-term growth and maintain consumer trust.

Q3

Lauren Mitchell:
Charlotte, let’s turn to the luxury industry. Burberry is often cited as a case study in digital transformation in the luxury sector. Luxury brands traditionally relied on exclusive boutiques and fashion shows, but today many customers discover brands through social media and online platforms.

How has Burberry adapted its strategy?

Charlotte Bennett:
The luxury sector has undergone a significant transformation over the past decade. Consumer behaviour has changed dramatically, especially among younger generations.

Burberry recognised early that digital communication would play a central role in brand development. The company invested heavily in digital marketing, online retail and data analytics to strengthen customer engagement.

Today digital channels are not simply marketing tools; they are part of the entire customer journey. Social media platforms allow us to tell the story of the brand, highlight craftsmanship and connect directly with consumers around the world.

This digital approach also allows us to analyse customer behaviour and adjust our marketing strategy using performance indicators such as engagement rates, conversion rates and brand awareness metrics.

Q4

Lauren Mitchell:
Sustainability is also becoming increasingly important in the fashion industry, which has faced criticism for its environmental impact.

What steps is Burberry taking in this area?

Charlotte Bennett:
Sustainability is a strategic priority for Burberry. Our long-term objective is to reach net-zero greenhouse gas emissions across the entire value chain by 2040.

To achieve this goal, the company is working on several fronts. First, we are improving energy efficiency and increasing the use of renewable electricity in our operations. Second, we are strengthening responsible sourcing of materials such as cotton, leather and wool.

Another important element is transparency within the supply chain. Consumers increasingly want to know where products come from and how they are produced.

For luxury brands, sustainability is not only about regulatory compliance; it is also about maintaining trust, protecting brand reputation and building long-term relationships with customers.

Q5

Lauren Mitchell:
Both of you previously worked for competitors—Playmobil and Louis Vuitton—before joining your current companies.

How did those experiences influence your approach to strategy and leadership today?

A5 1

Thomas Keller:
Working in different organisations gives you perspective. Each company has its own culture, decision-making style and approach to innovation.

At LEGO, one of our strengths is creativity. Our organisational structure encourages collaboration between designers, engineers and marketing teams.

This cross-functional teamwork is essential because innovation rarely comes from one department alone.

A52

Charlotte Bennett:
I completely agree. Exposure to different corporate environments allows leaders to develop a broader strategic vision.

Ultimately, successful global brands combine three key elements: a strong brand identity, motivated employees and a clear long-term strategy.

Companies that align these elements are much better prepared to adapt to global economic changes.

Q6

Lauren Mitchell:
Before we wrap up, I’d like to ask each of you for a final thought. The global business environment today is complex. Markets are interconnected, but geopolitical tensions, supply chain disruptions and changing consumer expectations can create uncertainty.

In that context, what do companies need to do in order to remain competitive in the long term?

Thomas, let’s start with you.

A6

Thomas Keller:
For me, the key word is agility. Companies must be able to adapt quickly to technological change, new consumer behaviour and global economic shifts.

But agility alone is not enough. Businesses also need a clear long-term vision. At LEGO, we try to balance innovation with stability. We invest in research and development, but we also protect the core values of the brand.

Another important factor is collaboration. In a complex global economy, no company succeeds alone. Strong partnerships across the supply chain and strong internal teamwork are essential.

Q7

Lauren Mitchell:
Charlotte, your perspective?

Charlotte Bennett:
I would highlight three priorities: flexibility, diversity and trust.

First, companies must remain flexible in their strategy. Markets evolve quickly, and organisations must be able to adjust their operations and communication accordingly.

Second, diversity within teams is extremely valuable. When companies bring together people with different backgrounds and perspectives, they are better equipped to understand global markets and develop innovative solutions.

Finally, internal culture is critical. Strong internal branding and employee engagement help companies maintain motivation and loyalty within their workforce. When employees believe in the mission of the company, they become ambassadors for the brand.

CLOSE

Lauren Mitchell:
So agility, long-term vision, diversity and strong company culture—four key ingredients for success in today’s global economy.

Thomas Keller from LEGO and Charlotte Bennett from Burberry, thank you both for joining us and sharing your insights.

And thanks to our listeners for tuning in to Business Insight. I’m Lauren Mitchell, and we’ll be back next week with more conversations on strategy, innovation and global business.