From engineering change to enterprise change management: leveraging the potentials of IT integration in change management processes

Purpose Engineering Change Management (ECM) is a critical process in the automotive industry, increasingly challenged by the complexity of cyber-physical systems and fragmented IT landscapes. Engineering changes can consume up to 50% of engineering capacity and significantly impact development costs. This study investigates how IT system maturity—defined by standardization, interoperability, and automation—is related to ECM’s effectiveness in managing cross-domain complexity. Design/methodology/approach The empirical study is based on a case study of a Tier-1 automotive supplier that has incrementally developed its IT system landscape over several years. Semi-structured expert interviews were conducted to analyze the gradual development of IT integration and maturity, as well as their relation to traceability and process complexity. Findings The research shows that integrating Product Lifecycle Management, Enterprise Resource Planning, and Manufacturing Execution Systems systems significantly enhances traceability, reduces coordination effort, and supports enterprise-wide change processes, thereby shifting Engineering Change Management from reactive to proactive enterprise change. The findings are discussed within a practice-grounded ECM framework of digital transformation maturity, providing nuanced insights into the interplay between technological infrastructure and organizational processes. Originality/value The paper contributes to the literature by demonstrating how IT integration enables companies to transition from reactive to proactive ECM strategies, enhancing transparency, efficiency, and responsiveness in complex manufacturing environments. Thereby, it bridges the perspective from ECM to Enterprise Change Management, complementing CM2 principles with implementation factors.