{"id":7,"date":"2026-10-14T09:44:30","date_gmt":"2026-10-14T07:44:30","guid":{"rendered":"https:\/\/bold-enterprise.agentur-wildfire.dev\/?page_id=7"},"modified":"2026-10-14T09:44:30","modified_gmt":"2026-10-14T07:44:30","slug":"solutions","status":"publish","type":"page","link":"https:\/\/bold-enterprise.org\/en\/solutions\/","title":{"rendered":"Solutions"},"content":{"rendered":"
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Solutions<\/h1>\n\t\t\n\t\t\t<\/div>\n<\/section>\n\n\n
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Discover our chapter in the handbook for digital competence development now<\/em><\/strong><\/h2>\n\t\t\t\t\t\t\t\t\t\t

Route planning and route guidance as a form of digital competence development and what a change management program can achieve in this context.<\/em><\/strong><\/p><\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t

\n\t\t\t\tTo the e-book \u2192<\/a>\n\t\t\t<\/div>\n\t\t\t<\/section>\n\n\n\n\t\n\t\t\t
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The DNA of change is always driven by political interests and determined by them.<\/strong><\/h2>\n\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t

slow down & lead forward<\/p>\n\t\t\t\n\t\t\t\t\t\t\t

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Corporate Change Governance \u2013 Planning, Design, Leadership, and the Consequent Implementation of Change Processes Based on a Diagnosis Using the \u201eLive orders\u00ae<\/sup><\/a>\u201c.
Co-training partners for executives in considering difficult decision-making situations.<\/strong><\/p>\n

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\u201eAt low tide, you see who is bathing naked\u201c \u2013 which is exactly what a \u201echange\u201c management program has to do\u2026<\/strong><\/h3>\n

Change management requires a set of recommended behaviors\u2014and practices, methods, and tools\u2014to successfully and effectively implement changes within and across organizations. This not only requires awareness of the scope and dimensions of the interventions involved and the reaction dynamics to be anticipated, but also the necessary ability to surprise in dealing with them. <\/p>\n

A focus in the support of change processes is on the Improved collaboration<\/strong> (Live order\u00ae<\/sup><\/a>), and thus strengthening operational excellence, in which tasks, functions and roles are concretized and defined from the cutting-edge of technology. Competence<\/strong> and Responsibility<\/strong> Instead of a \u201ewe-cooperate-with-each-other-culture\u201c with a mindset of division of labor, we are moving towards a form of cooperation that is focused on effectiveness, commitment, and profitability.<\/p>\n

The company's orientation towards its raison d'\u00eatre and business purpose against the backdrop of a map of the company's practices developed from and with the company's practice Corporate Alignment Navigators (CAN\u00ae<\/sup>)<\/strong> is at the heart of supporting the strategic development processes of companies in order to achieve Business Performance<\/strong> This form of corporate change governance is particularly useful in supporting the implementation of Post-Merger Integration Processes<\/strong>. This Corporate Alignment Navigator (CAN\u00ae) guides us in the mindset of diagnosis (Live order\u00ae<\/sup><\/a>), of the redesign and the landscape of Implementation<\/strong> bold ways of change and development within and by companies.<\/p>\n

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In our now 30-year experience in guiding, managing, and implementing change projects of various types, we recognize that these issues require solutions for ever-recurring, complex questions:<\/p>\n

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  1. What exactly is the real issue of change?<\/li>\n
  2. Where should the change process actually lead, what will come of it and how long will it take?<\/li>\n
  3. Who actually goes along with it and where should we expect opposition from interest groups? In which interest-based, multidimensional tensions and dependencies do the decision-makers find themselves?<\/li>\n
  4. Who is interested in keeping the recognized problems and vulnerabilities in place?<\/li>\n
  5. How can potential victims be convinced of the change \u2013 especially when they have to be confronted with potential disadvantages?<\/li>\n
  6. How can the significance and benefits of a change be communicated?<\/li>\n
  7. To what extent have the decision-makers the necessary (micro-)political support, and how can they ensure it?<\/li>\n
  8. How can it be ensured that the changes take place quickly without, however, affecting intensive daily operations (\u201eUninterrupted operation despite the renovation!\u201c)?<\/li>\n
  9. How can those affected be brought out of their comfort zone and break down entrenched structures? Especially when a pampered corporate culture and insufficient pressure to suffer are present.<\/li>\n
  10. To what extent do leaders possess the knowledge, competence, authority, and a viable network to be able to act as promoters of change?<\/li>\n<\/ol>\n

    Change processes therefore require professional diagnosis, planning, communication, management, and institutionalization, and are not \u2013 as is often believed \u2013 mere management projects, as the micro-political dimension and unpredictable self-dynamics require a high degree of surprise-making competence. <\/p>\n

    Since accompanying effects of change are often overlooked in a naive way, they often lead to disruption, increased effort, unexpected resistance from unknown gatekeepers, and repercussions on those leaders who initiate these changes \u2013 which is why courage is required. Be BOLD!<\/a><\/strong><\/p>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t<\/section>\n\n\n\n\t\t\t

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    Network partners.<\/h2>\n\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t

    We are proud of our close cooperation with our international partners<\/p>\n\t\t\t\n\t\t\t\t\t\t\t

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    vonMorgen<\/strong><\/a><\/p>\n<\/div>\n

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    Andrea Latritsch-Karlbauer<\/strong><\/a><\/p>\n<\/div>\n<\/div>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t<\/section>\n\n\n\n\t\n\t\t\t

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    Get into the flow.<\/h2>\n\t\t\t\t\t\t\t\n\t\t\t\n\t\t\t\n\t\t\t\t\t\t\t
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    Be BOLD<\/strong> @Academy, Solutions and Research & Publications<\/em><\/p>\n

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    This principle is implemented in our work with individuals, groups, and entire organizations, both in continuing education and in process support for changes, and thus in our business areas.<\/strong><\/p>\n

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    Academy<\/h3>\n

    Intermediation and reflection of Management knowledge<\/strong> and Behavioral competence<\/strong>.<\/p>\n

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    Learn more \u2192<\/a><\/div>\n<\/div>\n<\/div>\n
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    Solutions<\/h3>\n

    Corporate Change Governance <\/strong>\u2013 Planning, design, management & consistent implementation.<\/p>\n

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    Learn more \u2192<\/a><\/div>\n<\/div>\n<\/div>\n
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    Research & Publications<\/h3>\n

    Research and publications in Leadership<\/strong> and Change management<\/strong><\/strong>-Topics.<\/p>\n

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    LEARN MORE \u2192<\/a><\/div>\n<\/div>\n<\/div>\n<\/div>\n
    <\/div>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t<\/section>","protected":false},"excerpt":{"rendered":"","protected":false},"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_acf_changed":false,"footnotes":""},"class_list":["post-7","page","type-page","status-publish","hentry"],"acf":[],"_links":{"self":[{"href":"https:\/\/bold-enterprise.org\/en\/wp-json\/wp\/v2\/pages\/7","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/bold-enterprise.org\/en\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/bold-enterprise.org\/en\/wp-json\/wp\/v2\/types\/page"}],"replies":[{"embeddable":true,"href":"https:\/\/bold-enterprise.org\/en\/wp-json\/wp\/v2\/comments?post=7"}],"version-history":[{"count":1,"href":"https:\/\/bold-enterprise.org\/en\/wp-json\/wp\/v2\/pages\/7\/revisions"}],"predecessor-version":[{"id":27,"href":"https:\/\/bold-enterprise.org\/en\/wp-json\/wp\/v2\/pages\/7\/revisions\/27"}],"wp:attachment":[{"href":"https:\/\/bold-enterprise.org\/en\/wp-json\/wp\/v2\/media?parent=7"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}