In almost every larger company, strategic change projects have been implemented in recent years, but their success often fell short. There was a lack of internal willingness among employees to support the project. This commitment, meaning the internal obligation towards the company, is crucial for corporate success. This is where the authors focus: they demonstrate, using the practical example of a merger project, new tools for comprehensive commitment management, distinguishing it from traditional employee motivation. This includes the AMC method they developed and issue management. For the first time, a holistic framework for internal corporate communication is presented in a comprehensive and illustrative manner.