Organizational changes are increasingly becoming a means of ensuring competitiveness in industry and services. However, they often take too long and fail in everyday operations, usually due to unresolved conflicts of goals and interests. This not only costs companies a lot of time and money but also fosters doubts about the innovation capabilities of their leaders. The author describes the fundamentals and methods of effective and efficient innovation management through numerous practical examples, which transforms opposing interests into a collaborative approach through targeted political engineering. He addresses not only the tasks of managers but also those of works councils as co-managers of organizational changes.