The document is a comprehensive study of the transformation journey of Lufthansa, a leading global airline. It begins by discussing the reasons why transformation efforts often fail, such as lack of proper attitude, top-down management style, and the tendency to rely on bold strokes by a few individuals. The document then delves into the case of Lufthansa, which managed to turn itself around from the brink of bankruptcy to become one of the world's most profitable airlines. This was achieved through a series of strategic changes and initiatives, including an operational turnaround from 1992 to 1994, which involved a mental change meeting, crisis management meeting, and the implementation of Program 93. The document highlights the key people involved in this transformation, including the Samurai Change Team, the Operations Team, Human Resource, and line managers. It also outlines the outcomes of these efforts, with 70% successful implementation and 30% delayed implementation. The document further discusses the structural changes made from 1994 to 1997, which involved moving from a functional structure with six divisions to a more streamlined structure with three business sectors. This was accompanied by strategic changes such as cost leadership through sustainable cost savings, alliance building through the Star