Integrity Management is generally understood as a reaction to forensically relevant corporate situations of any kind whatsoever. A critical case occurs (corruption, cartel, and fraudulent transactions) and the call is made for compliance (for external control) and integrity (for internal cleansing). The following article sees it from a different perspective: Integrity Management as a proactive control factor of support in the implementation of strategic goals. Starting with a quick glance at historical positions of the ethical discussion and in conjunction with some pragmatic considerations on the topic of integrity, it will demonstrate, using a case from practical experience, how an organization uses Integrity Management to shape the culture and thus the character of the enterprise in such a way that Integrity Management becomes a fundamental component in implementing the strategy.