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.
BEST PRACTICE: Der Liechtensteiner Hilti-Konzern, bekannt für seine Bohrhämmer und Befestigungssysteme, wurde stark durch die Gründerfamilie gepägt. Dennoch klappte der Wechsel zu jüngeren familienfremden Managergenerationen an der Unternehmensspitze bereits mehrmals reibungslos. Die Gründe: der Teamgeist in der Führung, eine mitreissende Vision und die besondere Kultur von Hilti.
