Integrated enterprise modelling. A method for the management of change

Changed competitive conditions issue new challenges to small and medium-sized enterprises. Organisation and qualifica-tion 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 leader. The successful structuring of change processes requires powerful methods and tools: (I.) to make business processes transparent and lean; (II.) to find a common corporate language based upon customers benefits and shareholders value; and (III.) to bring together process know-how in a central information base. This contribution summarises the experiences from several projects. We will show how the synchronisation of necessary reengineering measures makes corporate knowledge active, for example to improve the shareholders value, reduce investment costs, and shorten the duration of projects. As successful examples we present two medium-sized companies.