New Breed of Business - June 3, 2026
6/3/20264 min read
LEGO builds factories close to customers to minimize supply chain disruptions and accelerate innovation.
While many businesses choose to build factories where production costs are lowest, LEGO, one of the largest toy makers from Denmark, opts to locate its factories near its customers to respond quickly to changing demands and minimize supply chain disruptions.
Currently, LEGO distributes its products to over 140 countries, with factories located in Denmark, the Czech Republic, and Hungary, Mexico, the United States, China, and Vietnam.
After implementing this strategy for more than a decade, LEGO has reduced its production lead time—the total duration required to manufacture a product—to just a few weeks. Additionally, LEGO experienced minimal supply chain disruptions during the COVID-19 pandemic.
Bibliography:
· Brown, R. (2025, February 11). LEGO will be opening the doors of its new manufacturing factory in Vietnam soon, driving sustainability, innovation and creating new labour opportunities. Manufacturing Digital Magazine. https://manufacturingdigital.com/articles/lego-new-manufacturing-factory-in-vietnam
· Eshkenazi, A. (2022). Lego builds a resilient supply chain – Brick by brick. Association for Supply Chain Management. https://www.ascm.org/ascm-insights/scm-now-impact/lego-builds-a-resilient-supply-chain--brick-by-brick/
· LEGO System A/S. (2022). The LEGO Group to build US$ 1 billion, carbon-neutral run factory in Virginia, USA. LEGO System A/S. https://www.lego.com/el-gr/aboutus/news/2022/june/the-lego-group-to-build-us-1-billion-carbon-neutral-run-factory-in-virginia-usa
· LEGO System A/S. (2023, April 13). The LEGO Group breaks ground on carbon-neutral run factory in Virginia, USA. LEGO System A/S. https://www.lego.com/en-us/aboutus/news/2023/april/virginia-groundbreaking-release?locale=en-us
· Ngoc, B. (2024, November 7). Vietnam's first Lego factory to open in early 2025. Vietnam Investment Review. https://vir.com.vn/vietnams-first-lego-factory-to-open-in-early-2025-117332.html
Siemens Healthineers conducted online resilience training to enhance employees' personal resilience.
Siemens Healthineers, a medical technology company based in Germany, collaborated with the Center for Mind-Body Medicine to deliver resilience training online. A total of 54 participants voluntarily joined the training.
The curriculum consisted of eight two-hour sessions covering a variety of topics: self-awareness and expression, biofeedback, meditation, guided imagery, emotional expression, nutrition, mindful eating, and additional techniques such as drawing, active listening, and social rituals.
Participants were grouped into teams of six to seven to facilitate better interaction. The training program lasted five months.
At the end of the program, the Depression, Anxiety, and Stress Scale (DASS-21) was used to measure employees' levels of psychological distress before and after the training.
The results showed that participants' depression, anxiety, and stress levels significantly decreased (p < 0.01). Additionally, 85% of respondents indicated that they would recommend the program to others.
Bibliography:
· Emerge Education. (2024, June 17). Building resilience in the workforce: A key to reducing turnover and burnout in healthcare. Emerge Education. https://emergeedu.com/building-resilience-in-the-workforce-a-key-to-reducing-turnover-and-burnout-in-healthcare/
· Siemens Healthineers AG. (n.d.). Case study: Resilience training. Siemens Healthineers AG. https://www.siemens-healthineers.com/insights/news/resilience-training
· The Center for Mind-Body Medicine. (n.d.). Online mind-body groups. The Center for Mind-Body Medicine. https://cmbm.org/mind-body-resources/skills-group-finder/
Gen Z may benefit from conflict resolution training.
According to a Resume.org survey of over 700 full-time Generation Z workers in the U.S. who have used artificial intelligence (AI), 94% reported using AI to find solutions for workplace conflicts.
Conflict resolution training tailored to the specific rules, regulations, and contexts relevant to their employers could help young workers navigate workplace issues.
Bibliography:
· Resume.org. (2025, September 24). 7 in 10 Gen Z workers rely on AI to navigate workplace conflicts. https://www.resume.org/7-in-10-gen-z-workers-outsource-emotional-intelligence-to-ai/
There was a discrepancy between the expectations of top executives and employees regarding what AI could deliver.
According to Leapsome’s 2026 Workplace Trends report, 52 percent of 2,400 employees and human resource leaders in the U.S. and Europe believe that executives’ expectations of AI-enabled productivity were unrealistic.
Clearly, there was a disconnect between the expectations of top executives and those of employees regarding what AI could deliver.
AI champions, or employees proficient in using AI, can help bridge gaps in expectations by teaching their colleagues how AI can be applied and by acting as liaisons between top management and staff.
Bibliography:
· Leapsome. (2025). 2026 Workplace trends report: People at the center of change. Lapsome. https://www.leapsome.com/2026-workforce-trends-report
· OpenAI. (2025, August 8). The AI champion role. OpenAI Academy. https://academy.openai.com/public/clubs/champions-ecqup/resources/the-ai-champion-role
The top reason why consumers chose to do business with certain companies was “good value for money.”
According to Qualtrics’ Consumer Experience Trends Report 2026, which collected data from 20,001 consumers in 14 countries, the top reason why consumers chose to do business with certain companies was “good value for money.”
Be sure to communicate clearly what your products can do for your customers.
Bibliography:
· Qualtrics. (2025). Consumer Experience Trends Report 2026. Qualtrics. https://www.qualtrics.com/ebooks-guides/customer-experience-trends/
Sixty-six percent of consumers found it helpful when a retailer suggests products based on their previous purchases or preferences.
In 2025, NielsenIQ surveyed nearly 19,000 consumers in 27 countries and found that 66% of respondents found it helpful when a retailer suggested products based on their previous purchases or preferences.
Bibliography:
· Nielson Consumer LLC. (2025, September 29). Consumer outlook: Guide to 2026. Nielson Consumer LLC. https://nielseniq.com/wp-content/uploads/sites/4/2025/10/Consumer-Outlook-Guide-to-2026-report_FINAL.pdf
Apple keeps extremely large cash reserves.
Apple Inc., a U.S. technology company, keeps extremely large cash reserves, sometimes exceeding 100 billion U.S. dollars, in order to allocate adequate resources for research and development; to ensure long-term survival during crises such as recessions, pandemics, trade wars, or lawsuits; and to be able to acquire companies faster than competitors.
Apple achieved this by setting suppliers on 90- to 120-day terms but receiving payments from consumers right away, making the cash conversion cycle about -70 days; keeping inventory with suppliers; and minimizing long-term debts.
Bibliography:
· Chen, Z. (2024). Business strategy analysis: Evidence on Apple Inc. Proceedings of the 2024 4th International Conference on Enterprise Management and Economic Development (ICEMED 2024), 295, 104-112. https://www.atlantis-press.com/proceedings/icemed-24/126003146
· Myers, S. C., & Read, J. A., Jr. (2022). Real options and hidden leverage. Journal of Applied Corporate Finance, 34(1), 67-81. https://research-api.cbs.dk/ws/portalfiles/portal/92142504/1482869_Master_Thesis_141769.pdf
· Wang, Y. (2024). Analysis of Apple financial risk management. Highlights in Business, Economics, and Management, 40, 1121-1136. https://drpress.org/ojs/index.php/HBEM/article/view/24816
· Ward, S. (2023, May 11). What Apple’s cash ‘problem’ means for its stock investors. Morningstar. https://www.morningstar.com/markets/what-apples-cash-problem-means-its-stock-investors