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NET.story

NET.story

Written by: The Enterneers®
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 For those who are looking for something beyond carefully crafted advice, blueprints, or mainstream clichés: This podcast is designed to provide variety, inspiration, and a shift in perspective. Art Careers Economics Education Leadership Management Management & Leadership Personal Success Politics & Government Self-Help Success
Episodes
  • 𝗡𝗘𝗧.𝙨𝙩𝙤𝙧𝙮 Introduction

    𝗡𝗘𝗧.𝙨𝙩𝙤𝙧𝙮 Introduction
    Nov 6 2024

    Also available at:

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    Welcome to our NET.story podcast!

    Here, we curate relevant articles and statements from around the worldwide web on the topic of enterprise leadership. We create inspiring, thought-provoking, and sometimes even provocative content.

    We take a step back with own comments, encouraging personal reflection. Join us as we present common assumptions and biased claims. What are Facts and what Myths? Its up to you to form your own opinion and draw your own conclusions.

    For entrepreneurs and executives who are looking for something beyond carefully crafted advice, blueprints, and mainstream clichés: This podcast is designed to provide variety, inspiration, and a shift in perspective, helping you shape your leadership strategies in a successful and informed way.


    The content of our NET.story podcast is available on the Enterneering app, both as audio and text. Within the app, you can explore the complete history of all NET.story editions, along with a wealth of additional material focused on effective enterprise leadership. This includes an in-depth self-study course, practical implementation exercises, field trips, and regular news updates. Most of our content is accessible in two formats: you can either read it like an eBook or post, or listen to it as an audio post or podcast.

    Don't miss out on the insights and tools that can transform your leadership journey!


    Subscribe to the NET.story podcast today and unlock a world of knowledge at your fingertips. Download the Enterneering app to access exclusive content, enhance your leadership skills, and stay ahead with the latest updates. The Enterneering app works seamlessly both as a native app on your mobile device and as a progressive web app on any PC or laptop connected to the internet.

    Your path to effective enterprise leadership starts here — join us and elevate your impact!


    Enterneering® APP ❘ Free Download

    Step 1: Download the app from your app store for free on mobile devices.

    Step 2: Sign-up your profile for free using the menu at the top right of the app's header on the mobile device used for the download.​

    Enjoy unlimited access to our NET.story episodes by using your app profile on any internet-connected device.



    The NET.story podcast is also available at:

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    2 mins
  • Achieving Skills-Based People Management

    Achieving Skills-Based People Management
    Jun 4 2025
    Also available at: ​ Enterprise Leadership 5.0 June 4, 2025 Our NET.story Fact or Myth? The Future of Corporate Organisation, Talent Acquisition, and Development In 21st Century’s business landscape, characterised by digital transformation and shifting global markets, organisations are under increasing pressure to adapt quickly to new challenges. Research shows that HR leaders see building critical skills as a top priority, but many also face challenges in implementing effective skill development solutions fast enough to meet these demands. What is more, the skills required today may be outdated tomorrow, making it harder for companies to keep pace with change. This prompts a critical question: Is it still effective to develop people’s talents to fit static, predefined job roles, or should we move toward a more fluid, skills-based approach that dynamically matches talent with tasks? The answer lies in adapting to a new framework of talent management, one that emphasises flexibility, adaptability, and skills-first thinking. ​The Shifting Landscape: From Traditional Management to Skills-Based Approaches ​In organisations that embrace skills-based people management, the focus shifts away from rigid job descriptions and hierarchical structures, towards a model that aligns people’s capabilities with the tasks they perform. This dynamic approach enables companies to make the most out of their human capital, offering tangible benefits: Increased employee motivation: When individuals take on roles that align with their strengths, passions, and interests, they become more engaged in their work. A great example of this is Salesforce, which has empowered employees to pursue projects based on their interests and skillsets, rather than simply filling predefined roles. As a result, employee satisfaction and retention rates have improved. Faster onboarding and training: Employees who are already skilled in key areas can take on responsibilities with minimal ramp-up time. For instance, at IBM, new hires who already possess proficiency in emerging technologies are assigned to projects right away, reducing training time and accelerating their impact on business outcomes. Greater adaptability: As companies shift to a more skills-oriented workforce, employees are more likely to adapt to new challenges. For example, companies like Google and Microsoft have leveraged skills-based structures to encourage their workforce to move between departments, acquiring a range of diverse skills and fostering innovation across functions. The core principle of this model is matching employees' capabilities with business needs – people perform better, learn faster, and stay more motivated when they are in roles that tap into their unique skills and interests. ​ Overcoming the Challenges of Transitioning to a Skills-Based Model Shifting from a traditional function-based structure to a skills-based approach is a complex undertaking that requires careful planning and execution. This transition involves redefining the organisation’s approach to workflows, roles, and even the relationships between departments. One significant challenge often arises within middle management. Traditionally, middle managers such as Team Managers or Department Heads juggle leadership tasks with operational responsibilities. However, these roles do not always align with the personal talents of the individuals in them. A manager who excels at strategic thinking may be bogged down with routine operational tasks that detract from their ability to lead effectively. This mismatch leads to disengagement, as employees struggle to balance various job demands that do not align with their strengths. For instance, research from Gallup shows that managers who are mismatched with their roles are significantly more likely to experience burnout and disengage from their teams. To overcome this, consider whether it might be more effective to align managers’ roles with their core leadership capabilities, allowing them to dedicate more time to strategic decision-making and team development. It may also be worth considering the example of Netflix, where employees are entrusted with high levels of responsibility based on their talents, without a rigid hierarchy. Leaders are selected based on their ability to inspire and guide, not merely their loyalty or seniority. The Importance of Alignment: Probationary Periods and Talent Realignment A critical component of skills-based people management is maintaining ongoing alignment between individuals’ capabilities and their tasks. This means integrating skill assessments into probationary periods, performance reviews, and development interviews to ensure that employees are continually matched with roles that best suit their talents. For example, if an employee has demonstrated exceptional analytical skills in their initial role but struggles with project management tasks, a reassignment ...
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    14 mins
  • When Artificial Intelligence takes Leadership

    When Artificial Intelligence takes Leadership
    Apr 11 2025
    Also available at: ​ Enterprise Leadership 5.0 April 11, 2025 Our NET.story Fact or Myth? Will AI Take Over Leadership Roles? Opportunities, Potentials, and Risks for Executives In an increasingly digitised world, businesses face a crucial question: Can artificial intelligence (AI) eventually take over leadership tasks? Will it be able to replace human leaders, or at least support them in their roles? And what opportunities and risks does the use of AI in leadership positions hold? In this NET.story episode, we explore how AI can assist executives and where its limitations lie when it comes to the "human" side of leadership. ​AI as a Support Tool in Leadership Tasks ​Already today, AI is an indispensable tool for many executives and entrepreneurs. It supports the automation of routine tasks, aids in analysing large datasets, and enables well-informed decisions based on real-time information. Particularly in the area of data analysis, AI offers a huge advantage: It detects patterns that often remain invisible to humans and helps anticipate market trends and optimise business strategies. Another example is the optimisation of business processes. AI-based systems are increasingly taking on tasks such as inventory management, production planning, or automating customer support requests. In areas like personnel management or financial analysis, AI helps executives make quick, efficient decisions based on precise, data-driven forecasts. ​ Opportunities and Potential of AI in Leadership Roles The potential of AI in leadership positions is promising. It can contribute significantly to improving the efficiency of a business by taking over time-consuming, repetitive tasks, giving leaders more time for strategic thinking and innovation. Personalised leadership through AI is another exciting potential. AI tools can provide leaders with detailed insights into employee talent and performance, enabling them to create customised development plans. By analysing individual strengths and weaknesses, AI can help leaders focus on the specific needs of their teams and foster their growth over the long term. AI could also act as a driving force behind innovation and new business models. By analysing data and identifying market opportunities, AI can develop new ideas and help companies implement disruptive business strategies. Another benefit is that AI can help minimise biases in decision-making, enabling more objective evaluations that are not influenced by human biases. The Possibility of AI Taking Over Leadership Roles There are already efforts where AI is stepping into a leadership role — whether as a virtual CEO, making decisions in certain areas, or as an automated advisor, supporting leaders in strategic considerations. In the future, AI systems could become even more autonomous, making significant decisions on their own. However, the question remains whether AI can truly take over the complex and interpersonal aspects of leadership. While AI excels in data-driven fields such as financial management or logistics, it lacks the ability to empathise and take emotional factors into account, which are indispensable for successful leadership. Should AI Be Seen as a Tool for Humans or as a Human Substitute? A central question when integrating AI into leadership roles is whether it should be viewed as a tool for humans or as a substitute for human leaders. When used as a tool, AI means that it supports the leader by analysing data, predicting trends, and suggesting solutions. In this case, the human leader remains the decisive actor, making the final decisions and leading the employees. If AI is viewed as a substitute for humans, it could lead to a scenario where machines gradually take over leadership tasks. This not only raises technical and organisational questions but also ethical and social ones. Should a machine, which has no emotions, be held responsible for the well-being of employees? And how will we handle the impact on trust and employee motivation? ​ Risks and Dangers of AI in Leadership Roles Despite its many advantages, the use of AI in leadership positions also poses significant risks and dangers. One key issue is the lack of emotional intelligence. Good leaders are not only technically proficient but also skilled at communicating emotionally with their employees, building trust, and responding empathetically in challenging situations. AI, on the other hand, cannot demonstrate empathy or build relationships, which makes it a poor substitute for humans in emotionally complex situations. Another risk is accountability: Who is responsible if an AI makes a wrong decision? In a company heavily reliant on AI, legal and ethical problems could arise if decisions are no longer traceable or based on discrimination or biases. There are also fundamental ethical questions: How do we address possible biases in AI algorithms, which may be based on flawed or one-sided training ...
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    12 mins
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