The turnaround at Lufthansa: Learning from the change process

Abstract

This paper describes the way Lufthansa has undergone fundamental change – its approach relying on people. As opposed to a top down planned approach, Lufthansa has put emphasis on managing the process and creating conditions that activate a critical mass of change actors. Human resource management has played a crucial role in the transformation as well as in the management of the process of strategic renewal. Core elements of this strategy involve providing space for reflection and dialogue despite the crisis pressure, building networks of change actors and creating durable platforms for emotional mobilisation and reflection on action.