With support of VCS the efficiency program got a concrete focus and clear – organization-wide – objectives. First the cost drivers had to be measured and evaluated. This was not trivial as the available data from projects did not provide sufficient insight into the cost of specific process steps, cost of non-quality, late changes and rework. There were many efficiency levers, such as variant management or the cost of non-quality, but it was also obvious that by covering only the engineering side they would not materialize. We therefore integrated product management, product marketing and operations into the efficiency project. On that basis the necessary improvements in requirements engineering and change management could be systematically implemented. Afterwards the results had to be safe-guarded to ensure sustainability and to avoid that savings would get lost in complexity increases.