The large Christian churches in Germany are currently facing many upheavals. The thesis of this book is that they should become more strategic, experimental, and entrepreneurial in this process. At all levels, the responsible actors should find their own path to clear prioritization by consciously reducing and qualitatively sharpening the multitude of possibilities for church work. To this end, the proven model of the "Balanced Church Card" is presented in detail for the level of congregations and institutions as well as for the regional level. The authors thoroughly reflect on the limited function of a business-oriented model for managing church development: What does it trigger? Where and how does it help? What peculiarities of church operational culture does it highlight? How does it differ from previous models?.