Sidsel Kristensen, CEO of the LEGO Foundation, offers a deep look into the Foundation’s mission to champion playful learning and create sustainable, impactful initiatives for children globally. The LEGO Foundation has a 25% stake in the LEGO Group.  At the heart of the LEGO Foundation’s work is its belief in learning through play — a philosophy Kristensen describes as a powerful approach to fostering creativity, resilience, and critical thinking in children, from infancy through adolescence.

Far beyond a brand rooted in toys, the LEGO Foundation is an influential force in global education and child development. This enables the foundation not only to lead initiatives independently but also to create robust alliances that drive systemic change in underserved communities worldwide.

The LEGO Foundation’s efforts focus on children aged 0-12, but Kristensen emphasises that the philosophy of playful learning is a lifelong mindset, encouraging curiosity, adaptability, and collaboration.

Kristensen underscores the necessity of learning from both successes and setbacks. To this end, the Foundation prioritises quality in grant-making, which she defines as investing thoughtfully, building a solid evidence base, and fostering a culture of continuous learning among grantees. The commitment to learning through evidence is central, with the Foundation’s partnerships not only serving children directly but also generating insights that shape policy. 

A key area of discussion is the challenge of amplification: how to communicate the insights and successes of the Foundation’s initiatives in a way that resonates with governments, policymakers, and the wider public. Kristensen reflects on the importance of simplifying complex issues without diminishing their significance, helping communities and leaders see that playful learning is not mere play, but a strategic approach to lifelong skills development. She points out that the brand strength of LEGO enables the Foundation to amplify its message effectively, allowing partners to leverage this brand association to build their own credibility in local contexts.

Reflecting on the future, Kristensen outlines a strategy focused on impact, context-driven partnerships, and quality in grant-making, underscoring a vision that emphasises sustainability and scalability. She candidly discusses the complexities of creating sustainable change, noting that while philanthropy has a unique ability to take risks and innovate, it must also be accountable and pragmatic. The ultimate goal, Kristensen explains, is to influence ecosystems and drive changes that endure beyond individual grants or programs. She closes with a call for enhanced collaboration across funders, believing that transformative change requires collective efforts rather than isolated projects.

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