Based on the problem description and objective of the thesis suggetions for reorganisation of the operational and organisational structure were to develop. The theoretical part coveres the field organisation in particular process- and project-management because of identified weaknesses in those areas. Special parts within change mangagement, human ressource management and organisational culture complete the theoretical part as well as a description of the Leobener Generic Management Modell is presented. An analysis of the actual situation of the investigated company (SWOT - analysis) is basis for further analysis. The identified weaknesses have been priorised and root cause analysis have been executed to detect the main reasons for the weaknesses. Based on the results, taking into consideration the findings of the theoretical part, counter measures and a rough road map for implementation is presented. Based on a suggestion for a process map necessary changes of the organisational structure are shown and discussed. The stakeholder orientation with particular focus on the customer, an optimisation of the organisational flexibility shall lead to a long term orientated sustainable going concern value. As examples suggestions for the structure of the innovation process and for a professional order execution based on project management are given.