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Lufthansa: the turnaround (A, B and C)

Author: Thanheiser, Heinz ; Lehrer, MarkINSEAD Area: Organisational BehaviourPublisher: Fontainebleau : INSEAD, 1995.Language: EnglishDescription: 16 p. +11 p. + 9 p.Type of document: INSEAD CaseAbstract: The Lufthansa case provides an illustration of business strategy in the context of the single European market. It illustrates how Lufthansa got itself into trouble by making overly simplistic assumptions of what the single European market would mean for its business as well as the choices and massive shifts in strategic thinking required for Lufthansa to extricate itself from a nearly fatal market positionPedagogical Objectives: To allow a detailed exploration of how a business organization can adapt to changes in its business environment that pull it in different directions simultaneously. Three foci: A. Strategic adaptation to the single European market; B. Organizational adaptation I: overcoming old boundaries, managing new ones; C. Organizational adaptation II: instituting internal markets
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To allow a detailed exploration of how a business organization can adapt to changes in its business environment that pull it in different directions simultaneously. Three foci: A. Strategic adaptation to the single European market; B. Organizational adaptation I: overcoming old boundaries, managing new ones; C. Organizational adaptation II: instituting internal markets

The Lufthansa case provides an illustration of business strategy in the context of the single European market. It illustrates how Lufthansa got itself into trouble by making overly simplistic assumptions of what the single European market would mean for its business as well as the choices and massive shifts in strategic thinking required for Lufthansa to extricate itself from a nearly fatal market position

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