“Technology should not be an end in itself, but must deliver measurable benefits”
The demands placed on businesses are changing rapidly. Lufthansa Industry Solutions is also operating in an increasingly dynamic environment. In this interview, Rainer Liebhart, Managing Director at Lufthansa Industry Solutions (LHIND), discusses market changes, artificial intelligence, corporate culture, and how to achieve long-term success under these conditions.
After nearly 20 years at LHIND, you have now taken over as CEO. What will distinguish CEO Rainer Liebhart from colleague Rainer Liebhart?
I am a true team player through and through, and my work and leadership style has always been strongly influenced by team sports. We win together, and we lose together. Nevertheless, at critical moments, it takes the courage of individuals to step up and take responsibility.
And it is precisely this sense of responsibility that drives me. Lufthansa Industry Solutions is a fascinating success story that is truly one of a kind in the German consulting landscape. Nevertheless, looking back does not shield us from having to change and adapt to new circumstances. I am aiming to actively shape this change together with my colleagues.
Which conditions are currently changing the most, and how is LHIND responding to them?
The market environment is challenging. We are seeing volatile, highly price-driven markets and a high degree of selectivity by customers. Investments not only need to deliver measurable benefits, but those benefits also need to be realized within increasingly shorter time frames.
For us, this represents a clear evolution in our understanding of customer-centricity: moving away from a broad overview of services to a consistent focus on specific value creation. What matters is not what we are generally capable of, but the specific value we create for our customers.
Our strength lies in the combination of technological expertise and in-depth industry knowledge, particularly thanks to our close ties to the Lufthansa Group. We need to leverage this strength even more consistently.
What does the Lufthansa DNA mean for LHIND's future development?
As part of the Lufthansa Group, we operate in an environment that combines high demands with great opportunities. We make a significant contribution to the Group's value creation in many areas, while also benefiting from our close involvement in highly complex operational processes.
However, to avoid any misunderstanding at this point, it is also important to maintain high levels of performance in internal Group competition. Relevance does not stem from affiliation alone – but from quality, speed, and impact.
We also play a key role as a bridge between internal and external markets. We bring external perspectives into the Group while also opening up opportunities for employees in the external market.
Our strength lies in the combination of technological expertise and in-depth industry knowledge.
Rainer Liebhart, Managing Director Lufthansa Industry Solutions
How does an interface become an order – whether internal or external?
Successful collaboration is not driven solely by formal tenders, but rather by a deep understanding of specific business requirements.
This leads to the clear principle that every employee who interacts with customers bears responsibility for market access. Sales is not an isolated function, but an integral part of our daily work, while in-depth expertise is also required.
Today, decision-makers expect peer-level discussions with substance, not just polished presentations. This is precisely where a key differentiating factor for LHIND lies.
For many years now, technical depth at LHIND has been synonymous with a high level of expertise in the field of artificial intelligence.
Absolutely, AI is no longer a vision of the future in our customer projects, but a daily reality. And it has fundamentally changed both the way we work as well as our customers' expectations.
Nevertheless, it is important to bear in mind that technology should not be an end in itself, but must deliver measurable benefits. What always matters most is the combination of technological expertise and a deep understanding of the subject matter and processes.
This is precisely where one of LHIND's key strengths lies. Our deep uderstanding of business processes enables us to integrate AI effectively and quickly translate it into practical value.
What matters is not what we are generally capable of, but the specific value we create for our customers.
Rainer Liebhart Managing Director Lufthansa Industry Solutions
And how does this combination serve as a structural driver of sustainable growth?
For me, what matters most is a clear focus on markets and segments where we can truly make a difference with our expertise – in other words, where we can deliver tangible value. This is not about growth at any price, but rather about making deliberate choices.
At the same time, we are currently experiencing a very dynamic market environment. Geopolitical and economic developments can change the conditions, sometimes within a very short period of time. That is why companies today primarily need adaptability and the ability to continuously analyze and reassess markets.
It is precisely this combination of internal and external business that makes LHIND resilient even in such a scenario.
An organization's level of resilience depends heavily on its corporate culture. As CEO, what kind of direction do you want to set?
Seven-time Super Bowl champion Tom Brady once said that some teams are made up of stars, and others are made up of champions. What he meant by this is that every contribution counts toward our success – regardless of role or department.
This requires clear expectations and transparent communication. Employees need to know what is expected of them, the direction the company is heading, and how they can contribute to that.
Commitment that goes above and beyond the standard should be recognized accordingly. At the same time, however, we also need the openness to clearly address problems or undesirable developments. In my view, people are committed whenever they can understand the path that has been chosen and consciously support it.
As you look ahead to the coming months, how would you define success?
Success is reflected, on the one hand, in positive trends in the external market and in stable economic performance.
Even more important to me, however, is a shared understanding of the direction LHIND should take in the future. If we have both a clear vision and an organization that actively supports this path, we are able to lay the key foundations for sustainable success.
