Empowering Lufthansa’s Marketing Leadership

Lufthansa’s core Marketing leadership team operates within a complex environment defined by hierarchical structures, matrixed functional lines, and the dual demands of B2B and B2C operations. Historically, Marketing was perceived as a cost center rather than a strategic asset. This perception, combined with limited alignment between local and group-level marketing and weak collaboration with Sales and local airlines, hindered optimal performance. These challenges, alongside evolving market dynamics in the airline industry, called for a targeted intervention to strengthen team dynamics, leadership collaboration, and operational alignment.

• First Offsite: Enhancing Team Dynamics and Leadership Collaboration
  • Preparation : Interviews individuelles basées sur le modèle ADKAR et communication asynchrone pour définir un agenda sur mesure.
  • Day 1: Facilitated workshops, individual interviews, and psychological safety training to improve team dynamics and collaboration. A co-creation session defined the desired future state for team collaboration.
  • Day 2: Introduced OKRs and OBEYA collaboration frameworks. Participants developed shared OKRs and selected key collaboration practices to foster a unified purpose.
  • Day 3: Conducted a wrap-up session to consolidate feedback, outline next steps, and set a foundation for high-performing collaboration and continuous improvement.
• Second Offsite: Focusing on Culture and Strategic Alignment
  • Day 1: Established core values to strengthen team culture and align the Marketing team’s strategic vision with broader organizational goals.
  • Day 2: Built on the progress from the first offsite by refining OKRs to guide day-to-day operations. Workshops reinforced the OBEYA framework and explored best practices for collaboration, resulting in an actionable roadmap for the Marketing leadership team.