Integrated enterprise modelling: a method for the management of change

'The capability to adjust to new conditions quickly has developed into a de cisive competitive advantage. You cannot waste any time if you want to be successful.' (Emeritus Professor Dr h. c. mult. Dr-Ing. G. Spur) 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 chan ge, the management of change is going to be the outstanding role of the lea der. The successful structuring of change processes requires powerful metho ds and tools:. to make business processes transparent and lean;. to find a common 'corporate language' based upon customers benefits and sha reholders value; 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 cor porate knowledge active, e.g. to improve the shareholders value, reduce inv estment costs, and shorten the duration of projects. As successful examples two medium-sized companies are described.