* Please read the case below and answer the questions. (10' x4 = 40' ) The LEGO's case takes us through the evolution of LEGO's business model from a traditional product-centric "make and sell" model to a more customer- centric "anticipate and lead" model in which products are co-created with customers, and customers are leveraged as a key factor in the company's innovation strategy. It begins with LEGO's struggles in the late 1990s to early 2000s, as competitors and imitators posed threats to LEGO as did the increasing alternative modes of electronic and Internet-based play. LEGO posted losses for a handful of years, and the company's culture waned. The case then takes students from the early 2000s into 2013, a period through which LEGO underwent significant transformation, which began with a new CEO, Jrgen Vig Knudstorp. The case highlights the company's evolution through three lenses - its organizational evolution, community evolution, and technological evolution. Questions: (1) What did LEGO try to do with its first attempt at MINDSTORMS, and what challenges did the firm face?? Please briefly explain your reason. (2) How did LEGO' s organizational structure change? (3)What was the role of technology in LEGO' s business model transformation? (4) How did LEGO's corporate culture change