Vector was contracted to prepare and introduce a new business model. We first analyzed the existing business model and identified several threatening scenarios such as overly high development cost due to a heterogeneous supplier structure and unclear component structures. To achieve a thorough understanding of the necessary changes we initiated workshops with employees from the different affected domains. It was key that mixed teams hold responsible for specific changes in their respective domains and contributed to change implementation within a defined target range. Thus, they were from the beginning both the owner of the change as well as the change agent. Suitable tools were introduced to improve repeatability and thus efficiency. As a result, there were hardly no fears of the change as they are typical with restructuring and organizational transformations. Within the company it became clear that each step of this change program was managed by the impacted people, and thus was deeply engrained to their operational environment.