Integrated enterprise modelling: A method for the management of change

'The capability to adjust to new conditions quickly has developed into a decisive competitive advantage. You cannot waste any time if you want to be successful.' (Emeritus Professor Dr h. c. mult. Changing conditions in the market place issue new challenges to small- and medium-sized enterprises. Organization and qualification of employees have to be adjusted to the modified situation. If the only steady factor is change, the management of change is going to be the outstanding role of the leader. The successful structuring of change processes requires powerful methods and tools: to make business processes transparent and lean; to find a common 'corporate language' based upon customers benefits and shareholders value; Dr-Ing. G. Spur) to bring together process know-how in a central information base. This contribution summarizes the experiences from several projects. We will show how the synchronization of necessary reengineering measures makes corporate knowledge active, e.g. to improve the shareholders value, reduce investment costs, and shorten the duration of projects. As successful examples two medium-sized companies are described.