## 4 Discussion
### Change Management and Company Performance  
Engineering change highlights the role that management plays in the overall change process. Engineering changes are essential and inevitable, and the role of change demand is to ensure that the potential for change is used positively. Change management is based on the timely analysis of changes, which leads to a more efficient way of working and lower costs, and depending on the degree of fulfillment of the requirements, the degree of product quality will improve. Recent research in the field of change management also indicates the gap between change management and applied practice, as well as the importance of a credible need for change, a plan, and a clear objective doubled by the understanding of this aspect in the organization [36]. Although, in this research, the two companies are competitors, they still have issues in common; among them, the most important issues include satisfying customer demand, promoting innovations, efficient resource allocation, and cost reduction. If change is not handled in an adequate way, there is a possibility that the change process will not achieve the expected objectives [37], and the change request process should be carried out in a transversal way [38]. The internal change process for each of the two companies focuses on quality rather than the speed of change. The reason is that the product is identified as critical to the functionality of a production system, and a system failure can lead to escalations or customer complaints. The management of process/product change offers the possibility of generating specific change KPIs that help the internal tracking of change requests and, where appropriate, the description of improvement measures [39]. Regarding the three essential dimensions of change management (employees, structure, and culture), we make the following recommendations:  
* The automotive sector must restructure its research and development organization. While R&D departments currently follow a fairly strict approach, a more streamlined approach may be the answer to the high frequency of innovations expected by customers and regulators. * Since future innovations will be largely driven by the software that controls the car and the interactions with the passengers, iterative and incremental development and release cycles can also enable this customer experience and product improvements can be made with very high frequency, giving the customer multiple chances to \"re-experience\" again and again. This can also lead to greater customer loyalty as the customer can install personal \"app-like\" solutions. * New business models can help to support regulatory requirements for climate and environmental protection [40; 41; 42; 43]. Limits, Advantages, and Disadvantages of Process and Product Change Management in the Automotive Industry  
Among the limitations of this research we can mention, for Company B, the lack of the possibility of an evaluation of the present economic performances, after the implementation of a structured process of tracking and implementing KPIs specific to the change process according to the model of Company A. Practically, this analysis can be done in the following period, in the medium and long term, to evaluate the concrete results of this process. In the short term, Company B has seen reduced deployment times and much more optimal maintenance and upkeep actions, and errors are discovered much faster, tracked, and resolved consistently.