A “good technical concept plus pressure to change” are not enough to implement large-scale transformation. The yardstick for sustainable success involves anchoring concepts not just instrumentally, but in the hearts and minds of employees. It is essential that staff understand the need for change and what it is meant to achieve, that changes in their daily activities be made tangible and that they gain acceptance. Best practice examples show that the tracking and active steering of change processes must form obligatory project components. Companies that forego integrated change management often find that they are not living up to their potential, leading to productivity drops and staff churn.