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In the first half of the 1990s, Lufthansa - the German Airline - had undergone some radical strategic and organisational changes that had reversed a loss of DM560 million in 1991 to a profit of DM678 million in 1994. However, in 1995, it was very clear to its management that this turnaround was merely a first step and a much more fundamental change was necessary to assure the company's future in a radically changing global airlines industry. The most important future challenge was to make Lufthansa a truly global company. But managers differed widely in their views on what the term 'global' really meant. The case focuses on five aspects of globalisation: (1) developing a global strategy through a network of alliances; (2) globalisation of its organisation; (3) globalisation of costs to match the structure of global revenues; (4) development of managers willing and able to operate in a global company; (5) development of a service culture to meet the expectations of its global customer-base. It also describes the different and often contradictory views of managers on each of these issues.