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Appendix:
RolandBerger&Partnersuccessstory:Turn-aroundofLufthansaGermanAirlines1RestructuringAppendix:
RolandBerger&ParLHcasestudy:Thestartingpoint2RestructuringLHcasestudy:ThestartingpoThecriticaleconomicsituationofLufthansain1991and1992demandedradi-calandlastingmeasurestoguaranteethecompany’sfuturecompetitivenessSince1990theoperationprofitshadbeennegativeandhadcontinuedtoworsenTheintensityofcompetitionandextremecostpressurewereincreasingintheaviationindustryTheLufthansaboardthereforedecidedonaradical,three-stageprogramtoguaranteefuturecompetitiveness:down-sizingrestructuringrebuildingCasestudy3RestructuringThecriticaleconomicsituatioThethree-stagecompetitivenessprogramaddressedcriticalshort-termprob-lemsfirstbeforetacklingdeeperrestructuringCasestudyThree-stageprogramcapacityreductionsworkforceshrinkagecost-cuttingDown-sizingstructuralinnovationprocessinnovationRestructuringstrategicinnovationmarketinginnovationRebuilding4RestructuringThethree-stagecompetitivenesThedown-sizingandrestructuringstagesunfoldedinthreephasesCasestudyPhaseIII:ProcessoptimizationFocus:Continuingservice-andefficiency-improvementsMeans:Clearorientationtowardscriticalsuccess-factors,creationofemployeecommitmentthroughfurtherdecentralizationandbusinessreengineeringPhaseII:NewstructureFocus:Increasedmarketorientationthroughouttheentirevaluechain,CulturalChangeMeans:Newstructurewithfocusonentrepreneurshipandinternalcustomersupplier-relationsFocus:Shorttermcost-cuttingtoensuresurvivalMeans:anevenlyspreadcostreductionprograminalldepartmentsPhaseI:Turn-arounddown-sizingrestructuring5RestructuringThedown-sizingandrestructurLHcasestudy:Aradicalturn-aroundwasthefirstpriority6RestructuringLHcasestudy:Aradicalturn-Turn-aroundphaseIwasmarkedbyshort-termcost-cuttingandaretreatfromunprofitablemarketsCasestudy-20%Numberofstaff-10%Numberofplanesinoperation-14%NumberofroutesTurn-aroundPhaseIConsultantInputEvaluationofroutenetworkCoachingoftop-managementforpersonnelreductionIdentificationofothershorttermcost-cuttingopportunities Costreductionof400Mio.US$ achievedin19937RestructuringTurn-aroundphaseIwasmarkedTheresultsoftheturn-aroundphase:costsfellandproductivityroseCasestudy31%-15%EmployeeProductivity1992-1994(TKO/employee)Unitcosts1992-1994(DM/TKO)However,furthercostre-ductionswerenecessarytoguaranteefuturesurvival8RestructuringTheresultsoftheturn-aroundLHcasestudy:Designinganewcorporatestructurewasthenextstep9RestructuringLHcasestudy:DesigninganewThemostimportantgoalsintherestructuringphasewere:Buildunitswhicharesmaller,bettermanageableandclosertothemarketSegmenttheorganizationintobusinessunitswhichreflectmarketneedsandcanbebenchmarkedAchievebalanceresponsibilitiesamongthebusinessunitsBuildclearcustomer-supplierrelationshipswithinthecompany,theperformanceofwhichcanbebenchmarkedAchieveacompetitivecoststructureForceconstantinternalandexternalbenchmarkingCasestudy10RestructuringThemostimportantgoalsinthPhaseIIwasmarkedbyamarket-orientedrestructuringoftheentiregroupCasestudyTurn-aroundPhaseII:Market-andprocess-orientedrestructuringConsultantInputCreatingandevaluationorganizational
alternativesImplementationofcustomer
supplierrelationsbetweenbusinessareasRestructuringandredimensioningofthenewbusinessareasIdentificationofadditionalsavingspotentials Costreductionof250Mio.US$AirlineXOutsourcedfunctionsTechnicalCargoITNMar-ketingSalesOpera-tionsplan-ningFlightOpera-tionsGroundSer-vicesCent-ralFunc-tionsAirlineXTech-nicalMar-ketingSalesFinan-cePerson-nelStra-tegy/Con-trollingFlightOpera-tions=outsourcedoroutsourcingplanned“Old”Structure“New”Structure11RestructuringPhaseIIwasmarkedbyamarkeThenewstructurewasselectedaccordingtosixcriteria
CasestudyProcess-andclient-orientationDelegationofcompetenceandresponsibilityIncreasedtrans-parencyofresultsandaccomplish-mentsPotentialformergersandalliancesIncreasingflexibilityandresponsivenessPossibilityforaddi-tionalthirdpartybusinessNewstructure12RestructuringThenewstructurewasselectedThenewstructureentailedsignificantlylesscomplexity,makingthecompanyeasiertomanageeffectivelyCasestudyTech-nicalCargoAGSys-temsGmbHLufthansaAGOldStructureCentralfunc-tionsMarke-tingTech-nicalCargoGroundSer-vicesFlightOpera-tionsSys-temsLufthansaAGNewstructureCentralfunc-tionsOperationsMarketingoutsourcedEmployeesRevenuesSource:Lufthansa,1996~40.300~16billionDM23.750~13.41010.4004.4501.000~2.320~3385~42013RestructuringThenewstructureentailedsigTheprojectwascarriedoutthroughintensivecommunicationwithmanage-ment,employeesandtheunionsCasestudyManagementEmployeesUnionsExecutiveboardLeadershipcommitteeBusinessunitmanagementfrequentface-to-face-meetingsÖTVDAGWorkscouncilsManyface-to-facemeetings14RestructuringTheprojectwascarriedoutthLHcasestudy:PhaseIIIachievedwide-rangingprocessredesignandinnovation15RestructuringLHcasestudy:PhaseIIIachieTheaimofphaseIIIwastoimprovecompetitivedifferentiationandturnover/market-shareaswellastoachievefurthersubstantialcostreductionsCaseStudyPhase1ClearcostcuttingPhase2Improvedcustomerorientation
throughoutsourcingPhase3Customerfocusnotonlyonbusinessunitlevel,butalsoonprocess-levelincreasedturnover/throughprocessbasedimprovementofreaction-timesandinnovativestrengthCost-reduc-tionsCompetitivedifferentiation/marketimpact16RestructuringTheaimofphaseIIIwastoimRolandBerger&Partnerwasheavilyinvolvedindesigningandimplementa-tingPhaseIIIatLufthansaCasestudyPhaseIIIObjectivesPhaseIIScopeConsultantInputIntensificationandanchoringofthenewmarketorientationbycarryingthestructuralinnovationsovertotheprocesslevelReengineeringofmultiplepro-cesses:NetworkManagement/MarketingProcesses:SchedulingPricingYieldManagementOperationsProcesses:Production/OperationsPlanningGroundServicesFlightOperatorsServiceProcessesServicedevelopmentServicedeliveryLinemaintenanceNetworkmanagementCargo:hubbingconceptscorporateplanning&controllingIntensivetrainingof20clientreengineering-teamsWorkshopsandmethodologicalsupportforrunningreenginee-ringprojectsaswellasprojectmanagementConductingofworldwidebench-markingexercisesintheaviationindustryPhaseIIIisstillrunningatthistime.ProjectedsavingsofUS$300-500millionp.a.afterprojectcompletion17RestructuringRolandBerger&PartnerwasheTheLufthansaRedesignProjectshavealreadydeliveredsignificantresults,andthesavingspotentialwillcontinuetoriseincomingyears,withapproxi-mately75%comingfromrevenueincreasesCasestudy*measuredonlyuntilmiddleof1996Source:LufthansaAfter1999,savings/revenueincreasesexpectedtototal$300-500millionp.a.Savings(Mio.DM)71,5215,0236,0197,025%75%25%75%25%75%25,0costreduction46,5reve-nueim-provment18RestructuringTheLufthansaRedesignProjectAnalysisofthekeyprocessesatLufthansaidentifiedhighrevenue-improve-mentandcost-reductionpotentialsthroughgreatermarketorientationCasestudyProcessImprovementmethodPotentialPlanningandsteering(marketing)YieldmanagementPricingCentralresourceplanningandcontrolling…11otherprocesseswithhighim-provementpotentialwerealsoidentifiedReductionofplanningexpensebymoreeffectivesteeringImprovedprognosesandgreatermarkettransparencyFasterreaction-timeinprice-set-tingCoordinationofresourceplanningaccordingtolong-termcost-reduc-tionHighrevenuepotentialthroughcentralizednetworksteeringHighrevenuepotentialthroughmoreprecisesteeringHighrevenuepotentialthroughbetterreactiontomarketdevelop-mentCost-savingspotentialthroughbettercoordination19RestructuringAnalysisofth
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