LEGO is expanding beyond its traditional audience by tapping into people’s passions, from flowers and gaming to music and Formula One, through creative products, immersive experiences and social-first marketing. The strategy is paying off, with revenue rising 21% in the first half of the year to a record DKK 41.9 billion.
5 min
Lego’s core audience was once young boys. But in recent years the world’s largest toy maker has expanded its reach, attracting more adults, teenagers and girls.
At the center of this expansion has been a strategy to tap in to people’s interests and hobbies—the Danish toy-brick maker calls them “passions”—many of which cross demographic boundaries. These include personal preoccupations like bonsai trees and golden retrievers, celebrities such as pop star Olivia Rodrigo and mega events like Formula One and the World Cup.
That has led to new types of building sets, including more sophisticated models that adults can display on their coffee tables, and a shift in marketing strategy, with Lego pouring money into experiences and social-media skits aimed at fans.
For Formula One watchers, Lego built life-size, drivable replicas of the teams’ race cars, which drivers took around the circuit at last year’s Miami Grand Prix. To reach gaming fans, Lego in August showed up at the Gamescom trade event in Cologne, Germany, with a giant Minecraft Lego chicken that visitors could sit on.
“We go not just for the people who are there, but because the types of things that we create become big social-media engagement,” says Julia Goldin, Lego’s chief product and marketing officer.
The strategy has helped spur growth. In the first half of this year, privately held Lego’s revenue rose 21% from the year-earlier period to a record 41.9 billion Danish kroner ($6.27 billion), while net profit climbed 32% to 8.6 billion kroner.
The Wall Street Journal spoke to Goldin about how the company researches people’s passions and turns these into products and marketing campaigns.
Edited excerpts follow:
WSJ: Adults have become a big focus for Lego—what’s behind that?
JULIA GOLDIN: Over the past eight years, we said there was a bigger opportunity with adults—not just people who are super-high-affinity fans, but people who maybe built a long time ago or had never built with bricks before—by giving them the things they would love to build now.
We approached adults from a passion-point perspective from the very beginning. We said we need to understand what they’re into. So, we looked at men, we looked at women, we looked at what their big interests were, what types of things they like to collect, what types of things they wanted to display in their rooms, etc. Now you can put Gustav Klimt’s “The Kiss” on your wall, or if you’re into animals, some cute floating sea otters. And then gamers who love a bit of ’80s or ’90s nostalgia can build and display the Game Boy.
We are now seeing strong growth with both adults and kids.
WSJ: How do you find out about people’s interests?
GOLDIN: We do a lot of trend-seeking and social listening. We look at viewership of various programs, behaviors, what’s trending socially. Then we dive quite deeply into these interests through primary research, ethnographic research and interviews.
AI has helped us ramp this up. There are tools where you can ask, with the right prompts: “People who are passionate about F1, what are they talking about? What are the latest conversations on Reddit?”
WSJ: Lego flower bouquets and trees are among the company’s most popular sets. How and when did that come about?
GOLDIN: When we started to talk seriously about adults, we could see that some people were into gardening and flowers. We launched the first flower bouquet in 2021 and completely underestimated how successful it would be. We started with the 18-plus age group because we thought that’s where the sweet spot is. But we realized that younger girls, especially teens, really love to build Lego flowers so we expanded the range.
You might think botanicals are women and F1 cars are men. But that’s why we talk about interests and not just gender and demographics. Yes, botanicals have a huge following among women and teenage girls, but bonsai trees are one of the top 10 products for men and teen boys. Speed Champions F1 cars show up in the top 10 for teen girls. I thought most of Olivia Rodrigo’s following would be girls, but my 16-year-old son asked me for two sets because his friends are massively into her.
That’s why we don’t market to a demographic. You can never be assumptive about how that breaks down in terms of gender.
WSJ: How has this shift in thinking changed your products and marketing?
GOLDIN: F1 is a great example. In the past, we might have started with a partnership with a team and a great Lego car for people to build. But we understand that it’s a multigenerational passion and different people are in it for different things. Some people love the cars, some collect, some follow the actual sport of racing, and some have tremendous passion for the drivers and their teams. That is why our F1 portfolio spans everything from Duplo [bricks] for toddlers to detailed display models and driver helmets for older fans.
But then we ask ourselves: What can we do to go beyond the products, to give fans Lego brand experiences that they would never expect? That’s why in Miami last year we built 10 full-size Lego Formula One cars, with nearly 400,000 bricks in each, and put all 20 drivers in them for the driver’s parade. Everyone assumed they were static models, until the drivers started lapping the circuit and we saw a tremendous amount of excitement and social media buzz. We generated something like two, three billion views.
WSJ: Do social-media views of a marketing event translate into significant sales of Lego sets tied to these campaigns?
GOLDIN: Yeah, of course. We don’t share data, but I can tell you they’re some of our most successful products.
WSJ: You say Lego is growing particularly strongly with girls. What is driving that?
GOLDIN: We used to have only Lego Friends as the one big line for girls, and some Disney products like “Frozen.” But rather than looking at toy categories that were selling to girls, like dolls, and trying to replicate that, we really worked to understand what girls are into.
We realized girls are super into pets and creatures, nature and flowers, socializing and music. We expanded significantly around those areas with botanicals, animals, K-pop and Olivia Rodrigo.
We also did the “She Built That” campaign, very strongly saying girls can build just as well as boys. I’ve heard for a long time that “girls don’t like to build because moms don’t,” but that’s just not true. We’re showing them things they really love to build, and that’s why it works.
WSJ: Why do you think adults, teens and others are turning to Lego more nowadays?
GOLDIN: There’s an overriding sense of lack of purposefulness and this drowning in content that you’re constantly being fed. Three hours have gone by and you’ve just been scrolling through feeds of reels. People are getting really tired. They want to actively do something that’s more purposeful and lasting.
When they build with Lego sets, they say they feel creative. They want to do something they can be proud of—where they can say, “Wow, I did this.”
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Leaving a good job can feel like a risk, but staying may come with its own opportunity cost. As workers become more cautious about changing careers, knowing when to step away, maintain professional connections and leave the door open for a comeback has never been more important.
4 min
Americans are death-gripping their jobs. A lack of options is only part of the reason.
It’s certainly true that opportunities to job hop have waned. The quit rate has been at or below 2% for 14 straight months, according to federal data. We haven’t had a stretch like this in a decade.
But recall that during the “great resignation,” a lot of quitters weren’t leaving for different jobs. Plenty stepped away to travel, start a business or focus on family. And they did it with confidence that they could boomerang back to the same, or similar, roles they left.
Today, that confidence is badly shaken. The disappearing belief that you can return to your previous rung on the career ladder is the other cause of workers’ paralysis.
But some are bold enough to walk away from a plum position, and there is an art to leaving the door open for a career comeback. Some of it is mental, some tactical. If you’re contemplating a break or change, there are strategies to overcome the natural fear you are feeling.
I’ve gone through it myself. I am sweating my way through a version of this concern as I write what is my final “On the Clock” column. I plan to work less and parent more as my wife returns to a full-time office job. After 11 years—and 11 children birthed, adopted or fostered—it’s her turn to come first professionally.
I’m excited for both of us, in no small part because I get to stay at The Wall Street Journal in a different role. I’ll anchor a revamped Careers & Leadership newsletter, coming soon to an email inbox near you. (You can sign up for the newsletter here in advance of the switch.) Still, it isn’t lost on me that the columnist’s role I am leaving is the kind of job that might come along only once in a career.
Many of you have faced something similar.
“There’s the fear of the musical chairs problem, which is really acute in our culture,” says Sabra Meretab, who was chief of staff of Stripe’s payments engineering division when she quit to travel and write a memoir in 2024. “It’s a really legitimate concern that, if I leave, what are the odds that there is still a chair for me when I return?”
In Meretab’s case, there was. She returned to her former company 18 months later.
Not everyone will be so lucky. But the thought of picking up where you left off shouldn’t be top of mind. Instead, think of this: The role you’re in could be a once-in-a-career kind of job. What if the thing tempting you to leave is a once-in-a-lifetime opportunity?
“We fear the irreversibility of leaving and the opportunity cost of that, but we completely overlook the irreversibility of staying and the opportunity costs that are associated with that,” Meretab says.
Entering her 30s, she worried that the window to globe-trot as a freewheeling single might be closing. A career sabbatical would be harder to pull off later if she had a partner and children.
She concluded that she would regret missing her shot at adventure more than she would regret forfeiting a great job, even if she couldn’t get it back.
It’s hubris to think you are irreplaceable. At the same time, high performers don’t grow on trees.
Jawad Mourabet tries to keep this in mind as he runs his fledgling business, Velto Pickleball Club in Brooklyn, after leaving McKinsey & Co. earlier this year. He told me in March that he was giving himself two years to make it work when we spoke for a column about entrepreneurship.
He reports Velto is profitable, so he isn’t thinking about how to get his old job back. But could he, if he needed or wanted to?
“I actually think I’d be in a better position now to become a partner at McKinsey than if I had stayed,” he says.
This self-assurance is the result of a mindset shift. Like many who vied for and landed a competitive position, Mourabet internalized the sense that he was lucky to be there. Over time, though, he came to recognize his value. Maybe McKinsey was lucky to have him.
He reasons that if he was good enough the first time, he’d likely be good enough a second time—possibly even more so, with firsthand experience running a business.
Meanwhile, his pickleball club is a popular destination for some of his former colleagues. That helps keep those relationships warm.
And networking, post-exit, is key to keeping your options open, says digital sales executive Shannon Leiro. She met regularly with a mentor when she stepped away for two years to start a family. She also monitored industry trends closely and, when she noticed a major shift, determined she couldn’t afford to prolong her hiatus.
“I was like, ‘Oh, my gosh, I better get back in before I become obsolete,’ ” Leiro says.
Chika Uwazie, former chief executive of a technical recruiting startup, thinks she has more runway. She has spent the past few years creating content, including a podcast, newsletter and forthcoming book, “Timeline Grief,” about failing to hit milestones on schedule.
Still, whenever someone reaches out to gauge her interest in returning to the recruiting industry, she makes time for a conversation, even if she doesn’t expect it to go anywhere.
“I always take calls,” Uwazie says. “I think if you’re building your contacts, you can go back. I think the issue is when you are so focused on the new thing that you become disconnected.”
One caution: You don’t want to earn a reputation as someone who leads people on or wastes their time.
But if you are honest about your intentions, peeking back through the door you left open can help ensure it doesn’t slam shut forever.
