The purpose of this paper is to present a case study which illuminates the role of dy-namic models as enablers of better general management in the face of complexity. That role is usually accounted for either by the logic of the models or by the process of building them, namely in group model-building. Here, the relationship and interaction of the two, model logic with modeling process, is considered. We maintain that the conceptual understanding of managers is the crucial lever for better management. Our focus is on the role of models in improving such understanding. The empirical base and object of reflection is a large case study from an ultra-complex firm, where a model building and training venture was carried out. The main concern which aimed the project was to facilitate the ability of managers to cope with complexity and to enable effective organizational change. The venture enhanced both the systemic view and awareness among participants of the project, and therefore proved to be a good investment in management quality. In essence, it was an impor-tant move toward model-based management. A core group had been captivated by the power of systemic thinking in general and the use of models in particular. A seed had been sown.