The Lufthansa Group is preparing a radical reorganization of its corporate structure, which is scheduled to take effect in early 2026. According to an internal letter obtained by the "Handelsblatt," the Group plans to transfer key functions from its network companies Lufthansa Airlines, Swiss, Brussels Airlines, and Austrian Airlines to Group headquarters. The aim of the reform is to centralize the management of strategically important areas such as network planning, sales, and finance. This reorganization marks a significant change in Group management, reducing the autonomy of the individual brands in order to increase profitability and customer benefits. The planned restructuring of the Lufthansa Group is a direct response to the dynamic and competitive conditions in the global aviation industry. The traditional structure, in which the individual airlines enjoyed extensive autonomy in their business segments, is to be broken up. In the future, the brands – Lufthansa Airlines, Swiss, Brussels Airlines, and Austrian Airlines – will be primarily responsible for the onboard experience, including catering and cabin service. The strategic planning and operational management of flight operations, however, will be transferred to the Group headquarters. This step is not without precedent in the aviation industry. Many large airline groups, such as the International Airlines Group (IAG) and Air France-KLM, have introduced similar centralization models to leverage synergies and reduce costs. By bundling functions such as network management, fleet management, and global sales, economies of scale can be achieved that would not be possible in a decentralized structure. The decision to centralize such core functions could enable the Lufthansa Group to use its resources more effectively and increase its competitiveness.