In view of the shocks, there is increasing confusion and frustration in the day-to-day business of the company about the complexity that can no longer be controlled and controlled. What can be controlled and recorded in figures and data is only the present, future action (strategy) is increasingly beyond planning due to uncertainties and volatilities. Life is more and more determined by uncertainties and the associated (future) fears. Executives must be able to master the transition process. Gerhard Fatzer speaks in this context of the change in organizational development towards a transformational approach and away from the classic business process engineering of the 80s, which is still carried out on a massive scale today. In many companies, it becomes clear that the existing classical systems of corporate management fail and are in need of renewal. The economy – each individual company – is faced with the compulsion of self-renewal, with the challenge of having to reinvent itself. The existing orientation vacuum creates chaos, which favors and sometimes even promotes the germination of sick behavior patterns in the company when dealing with employees, customers, and suppliers. In the necessity of having to take care of the company, style blossoms arise in dealing with those involved in the system, which causes damage to everyone and thus has a destabilizing effect. Instead of sinking into the swamp of these helpless attempts at self-rescue, it makes sense to rethink and define the company as really healthy. The necessary transition process is enormously strenuous and ties up all forces. Moreover, it is not yet clear where the journey will take us. However, it is clear that under certain circumstances a renewal of the company’s understanding is first necessary as a basis in order to then take a firm foothold again. The aim of the change process of a company into a healthy company is, therefore, to reconstruct and redefine the identity of the company as a systemically holistic organization.