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.


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    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 What is more, the skills required today may be outdated tomorrow, making it harder for companies to keep pace with change.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
  • Navigating the New Global Order

    Navigating the New Global Order
    Feb 27 2025
    Also available at: ​ Enterprise Leadership 5.0 February 27, 2025 Our NET.story Fact or Myth? Strategic Adaptation for Corporate Management in Times of Geopolitical and Economic Disruption In today’s rapidly evolving global landscape, companies face an unprecedented set of challenges. As political, economic, and social systems undergo transformative changes, the fundamental rules that have governed business for the past several decades are being rewritten. The rise of nationalism, the shift toward autocratic governance, and the disruption of global supply chains represent only a fraction of the transformations at play. For executives, entrepreneurs, and business leaders, the critical question is: How should corporate management evolve in response to these shifts? The answer lies in understanding the profound changes reshaping our world and positioning organisations to thrive in an environment where certainty is no longer a given. ​The Crumbling of the Old Order: A New Geopolitical and Economic Paradigm ​The global order that emerged post-World War II, characterised by multilateral institutions, free trade, and Western-led economic dominance, is increasingly under strain. A series of tectonic shifts are challenging the very foundation of this order. The forces of de-globalisation, the rise of populist and nationalist movements, and the growing influence of autocratic regimes are fracturing the international system. These developments signal the decline of the liberal world order and the rise of new geopolitical realities. Concrete Examples: The Brexit referendum, which culminated in the United Kingdom's decision to leave the European Union, exemplifies the rise of populist and anti-globalisation sentiment in the West. This political upheaval has not only reshaped the UK's relationship with Europe but also raised doubts about the future of regional integration across the continent. The 2024 US presidential election marked a decisive shift in the United States' foreign policy direction, with the new administration signalling a reorientation toward unilateral action and less commitment to multilateral trade agreements. This pivot is reshaping the geopolitical landscape, particularly in the context of global trade and international relations. The intensifying US-China rivalry is another key factor driving global instability. As both nations vie for dominance in critical sectors such as technology, military power, and global influence, businesses must adjust to an increasingly bifurcated world where competition between the two powers influences everything from supply chains to intellectual property rights. The rise of national-radical parties in Europe, such as Germany’s Alternative for Germany (AfD), France’s National Rally, and Italy’s League, further exemplifies the shift toward populism and nationalism. These movements, often advocating for stricter immigration policies and protectionist economic measures, are eroding the cohesion of the European Union, adding further uncertainty to the continent’s future economic and political stability. These examples illustrate a broader, more fragmented world order – one where the rules of global trade, diplomacy, and cooperation are increasingly unpredictable and subject to the forces of nationalism and political polarisation. ​ Impact of Global Disruption on Trade and Industry The geopolitical shifts described above are having profound and far-reaching implications for global trade and industry. The dissolution of traditional trade agreements, the rise of economic protectionism, and the imposition of sanctions are disrupting long-established commercial flows. These changes are transforming not only the way countries engage in trade but also how companies operate on the global stage. Key Challenges for Businesses: Supply Chain Disruptions: The ongoing global supply chain crises – exacerbated by trade tensions, tariffs, and the COVID-19 pandemic – have demonstrated just how vulnerable interconnected systems can be. Companies are being forced to rethink their sourcing strategies, with a growing emphasis on reshoring, diversification of suppliers, and greater reliance on technology to optimise supply chain resilience. Shifts in Consumer Markets: As geopolitical tensions escalate, established consumer markets in Western countries are becoming more volatile. At the same time, new markets are emerging, particularly in Asia, Africa, and Latin America. However, navigating these regions requires businesses to adapt their strategies to different regulatory environments, consumer behaviours, and political climates. Evolving Regulatory Landscapes: As many countries lean toward more protectionist or authoritarian policies, businesses must grapple with increasingly complex regulatory environments. For instance, in the wake of the US-China trade war, companies in sectors such as technology and telecommunications have faced...
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    14 mins
  • From Founder to Enterprise Leader

    From Founder to Enterprise Leader
    Jan 31 2025
    Also available at: ​ Enterprise Leadership 5.0 January 21, 2025 Our NET.story Fact or Myth? Why Successful Founders Are Often Not Great Enterprise Leaders Successful founders are often the true visionaries who, with an idea, passion, and a lot of courage, set out to conquer the world. They're the ones who take the leap into the unknown, open the first office, develop the product, and win the first customers. But as the company grows and the demands on leadership increase, suddenly there are gaps – not in the idea, not in the product, but in the ability to run a enterprise. As a founder, you learn to be flexible, take risks, and do everything yourself. You live off the vision, the drive to create something impossible, and the belief that you're the only one who truly understands the business. But all these traits that have led to success in the early stages of the company can hold you back in the role of a leader. Why? Because leadership requires far more than just vision and perseverance. ​The Shift from Founder to Enterprise Leader ​In the early years of a business, the focus is on development and rapid growth. You’re constantly moving, improvising, and making decisions on the fly. But eventually, there comes a point when the company grows, the challenges become more complex, and the demands on leadership increase. It’s no longer just about quick success; it’s about sustainability, scalability, and, most importantly, leading an enterprise and the people working in it. This is where many founders stumble – because they feel so at home in the role of the “doer” that they underestimate the responsibilities of leadership. It’s a tough transition, both organisationally and psychologically. Founders must learn to let go of the “do-it-yourself” mentality, delegate tasks, and build a structure that will take the company to the next level. ​ The Problem of Delegation One of the biggest challenges for founders is delegation. As solo players, they’re used to doing everything themselves. But with a growing team, it’s simply impossible to control every detail or make every decision on your own. Good business leaders must trust their team and place the right people in the right positions. However, many founders struggle to give up control – whether because they feel only, they truly understand the business or because they fear their standards won’t be upheld. This is where ego often comes into play. Founders tend to identify deeply with their idea and the company – as if they are the business. This self-overestimation often leads to the belief that they are the only ones capable of managing the business. The drive to do everything themselves, to micromanage, or to be involved in every decision can stifle creativity, initiative, and trust in the team. Ego and Overconfidence Ego plays a central role in the success of many founders – after all, it takes a certain level of self-confidence to even start a business. But the same ego can become a hindrance when it comes to effective leadership. Many founders overestimate their own abilities and believe they can make every decision better than their team. In the early years, this approach may work because they have complete control. But as the business grows, ego becomes a burden. Self-overconfidence often shows itself in how founders perceive their own role. Founders often see themselves as irreplaceable, as the driving force behind everything. But good leadership is not about being the center of attention or controlling everything – it’s about setting the right direction and creating an environment where others can thrive. It’s about recognising that leadership is not about being the hero, but about empowering others to succeed. The Difference Between Vision and Leadership A founder is often a creative thinker, an innovator – someone who builds a business from a clear vision and a lot of enthusiasm. But leadership requires something else: the ability to set a clear direction, make decisions that extend beyond the original idea, and guide the company through challenging times. It’s not enough to have a great idea and inspire the team. Effective leadership means thinking long-term, creating structures, and making decisions that enable the company to grow sustainably. Many founders struggle with this shift because they identify too strongly with their original idea. The vision of the company is something very personal – it’s what they’ve brought to life. But having a vision is not enough. You also need to be able to share that vision with others and lead the company in a way that it evolves beyond the original plan. ​ Derivation: Growth Requires Change The transition from founder to business leader is one of the greatest challenges an entrepreneur can face. Successful founders must learn to redefine their role – from being the “doer” to becoming the “leader.” They ...
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    15 mins
  • Human-Centred Connectivity

    Human-Centred Connectivity
    Jan 9 2025
    Also available at: ​ Enterprise Leadership 5.0 January 9, 2025 Our NET.story Fact or Myth? The Trend of Human-Centred Connectivity: A Look into the Future In an increasingly digitised world, we are witnessing a fundamental shift in how people, businesses, and organisations communicate, interact, and collaborate. The trend of human-centred connectivity is gaining more significance and is transforming not only the way we live and work but also how businesses and societies are interconnected. But what exactly does this trend mean, and why is it so crucial for the future? ​What is human-centred connectivity? ​The term human-centred connectivity describes the integration of digital technologies, social networks, and communication platforms with the goal of placing people at the core of digital transformation. It’s about enabling the exchange of information and experiences across various channels, while also focusing on the needs and desires of users, not just considering them, but actively centring them. This connectivity involves not only the technological infrastructure (such as the Internet of Things, 5G, cloud computing, and artificial intelligence) but also interpersonal communication and the access to information in a way that addresses people’s social and emotional needs.​ ​Why is this trend so important? ​The significance of human-centred connectivity lies in its ability to create connections between individuals, businesses, and technologies, taking everyday life and business to the next level. It promotes a collaborative way of working, fosters innovative solutions, and allows for the exchange of knowledge and ideas across borders. For businesses, this trend means that they must not only embrace technological changes but also adapt their company culture to keep up with a more connected world. Human-centred connectivity opens up new opportunities for growth and innovation and offers companies the chance to design their products, services, and business processes more efficiently and purposefully. What are key frameworks and influencing factors? Technological Advancements: Progress in data processing, cloud technology, Internet of Things (IoT), and artificial intelligence enables the collection and real-time processing of data to create personalised, user-centred solutions. Changing Consumer Expectations: Consumers increasingly expect personalised, seamless, and efficient experiences, both in their personal and professional lives. This shift in expectations is a major driver for the adoption of new, human-centred solutions. Globalisation and Remote Work: The rise of global connectivity and the shift toward more flexible work models, such as remote work, makes it necessary to create technological infrastructure that enables reliable communication and collaboration across geographic boundaries. ​ Why is this topic so important for people and businesses in the 21st century? For people, human-centred connectivity means having direct access to information and new ways of interaction that help them better meet their needs and make life more efficient and comfortable. Especially in areas like healthcare, education, and mobile work, digital connectivity offers entirely new possibilities that can enhance people’s lives on a personal level. For businesses, this trend is critical because it can create competitive advantages. The ability to personalise customer experiences, optimise workflows with efficient digital processes, and offer innovative solutions will increasingly determine a company’s success. Companies that focus not only on technology but also on a human-oriented approach to their business processes will build stronger relationships with their customers and employees in the long run. ​ What actions can be taken to proactively shape the trend of human-centric connectivity? Companies looking to fully capitalise on the opportunities presented by human-centred connectivity must not only implement the latest technologies but also cultivate a corporate culture that promotes collaboration and connectivity. The goal is to actively shape a digital transformation that not only optimises internal processes but also revolutionises the customer experience, preparing the company for future challenges. ​ 1. Invest in modern technologies and infrastructure The first step is to establish a technological foundation that meets the demands of the connected world. This includes not only robust network infrastructures but also tools that enable seamless collaboration and communication. These include: Cloud-based Solutions: Enable businesses to work more flexibly and promote collaboration across geographical boundaries. 5G and IoT: Businesses can benefit from faster and more reliable data transmission by integrating IoT-based solutions into their processes. AI-powered Tools: These technologies offer opportunities for process automation, real-time data ...
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    12 mins
  • Enterprise Leaders look back on 2024

    Enterprise Leaders look back on 2024
    Dec 23 2024
    Also available at: ​ Enterprise Leadership 5.0 December 23, 2024 Our NET.story Fact or Myth? Annual Review 2024 – Trends, Traps, and Transformations As 2024 draws to a close, it’s time to reflect on the journey we’ve taken together. From the heights of technological breakthroughs to the lows of geopolitical tensions, this year has been a rollercoaster. But don’t worry – we’ve got a smooth landing ahead, with a glimpse into 2025 and, of course, some well-deserved holiday cheer. Let’s take a look back at the year’s key themes. The Golden Age of Innovation and Technology We’re living in what many are calling the golden age of innovation. Despite a global dip in investment, certain sectors, like Generative AI, are soaring. It's clear: technology continues to be our compass, guiding us toward uncharted territories of possibility. But in a twist that may surprise some, robotics and climate tech are also seeing a surge in interest. Who knew robots and sustainable solutions would make such a good combo? In 2024, we watched as AI went from a buzzword to a business game-changer. The boldest leaders took the plunge, and some are already reaping the rewards. Meanwhile, those who hesitated might now find themselves in the uncomfortable position of “playing catch-up”. Riding the Wave of Generative AI Speaking of AI, Generative AI has been nothing short of a revolution in the business world. What began as an experimental tool has now become the beating heart of innovation in companies across industries. Whether it’s streamlining operations or creating entirely new business models, generative AI has shown that the future isn’t just coming – it’s already here. And let’s face it, we all know someone who’s used AI to help write their emails or craft the perfect social media post. It’s not just a tool anymore; it’s part of the furniture. The boldest companies are embracing it, while others are still wondering if it’s just a passing trend. Spoiler: It’s not. Geopolitical Risk: A Year of Disruption But innovation wasn’t the only thing driving change this year. Geopolitical risk loomed large, with conflicts and competition adding complexity to the global stage. Most notably, the ongoing tension between the US and China continues to reshape the landscape. Meanwhile, a global election supercycle only intensified the uncertainty. As businesses, we’ve learned that staying ahead means constantly adapting – not just in our products, but in how we understand and respond to the global environment. Agility has never been more crucial. In fact, 2024 could be summed up as “the year of figuring out how to thrive in chaos”. Choosing Resilience Amidst Uncertainty In times of instability, resilience is our best asset. The last few years have shown us that businesses that can adapt, innovate, and weather storms will come out on top. But the challenges are not over. Inequality, climate change, and political fragmentation threaten our collective future, and while tech might be part of the solution, it’s our resilience that will guide us through. The Pitfalls of Delayed Transformation One thing that became painfully clear this year: delayed transformation is dangerous. Many companies that failed to modernise and adapt to the new digital age are now facing the consequences. While nimble competitors surged ahead, others got stuck in the “way we’ve always done it” mindset. Unfortunately, this approach no longer cuts it. Companies that don’t embrace change are at risk of being left behind. The clock is ticking. The Trend of Deglobalisation: A New Era of Protectionism As 2024 unfolded, we saw a notable shift in global trade dynamics. Deglobalisation took center stage as nations adopted more protectionist policies. This trend, while challenging for international cooperation, has pushed businesses to rethink their strategies. With borders tightening and resource nationalism on the rise, companies will need to navigate this new world order carefully. Demographic Changes: The Labour Supply Squeeze Another headline from 2024: Demographic changes are having a profound impact on labour markets. With labour shortages in some regions and a demographic dividend in others, companies are finding themselves in a race to adapt. On one hand, technological innovation and automation are helping keep productivity levels up; on the other, in regions with a growing workforce, we might see a surge in economic potential. But here’s the kicker: as technology continues to advance, the definition of a “workforce” is rapidly evolving. The future of work is likely to be very different from what we know today. Looking Ahead: Industry Outlook for 2025 As we look toward 2025, businesses will continue to face a rapidly changing landscape. Key themes will include: Technology and Automation AI and automation will continue transforming industries across the board. ...
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    10 mins
  • Shaping Transition from Industrial Age

    Shaping Transition from Industrial Age
    Dec 18 2024
    Also available at: ​ Enterprise Leadership 5.0 December 18, 2024 Our NET.story Fact or Myth? About sticking to running systems, escaping comfort zones, and the failure of large business models using the example of the Automotive Industry In the 21st century, change is no longer the exception, but the rule. Technological advancements, increasing digitisation, and global challenges require companies to possess an unprecedented ability to adapt. Those that fail to keep up with the accelerating pace of innovation and continuously transform their business models risk being overtaken by competitors. In a world where market conditions, customer needs, and technological possibilities are constantly evolving, transformation becomes a key success factor. A particularly striking example of this dynamic is the Automotive Industry. A sector traditionally defined by long development cycles and stable, established business models now faces a fundamental disruption. The ongoing digitalisation, the shift towards electric mobility, and the growing pressure to operate more sustainably present immense challenges for companies. Yet many leading car manufacturers are grappling with the consequences of delayed transformation. While competitors quickly respond to the change, established companies often remain stuck in old mindsets – and risk losing their market leadership. The term "Delayed Transformation" describes the tendency of companies to postpone necessary changes for too long, which causes them to fall behind both in competition and in technological innovations. In the case of the automotive industry, this means not only missing out on trends like e-mobility, but also failing to adapt to the changing geopolitical landscape and new global trade dynamics. ​The Face of Delayed Transformation Economic Losses and Market Backlogs The impact of delayed transformation is multifaceted. The most severe consequence is often economic loss. Companies that miss the transformation train frequently experience a dramatic decline in market share. Competitors do not sleep – while established manufacturers are still busy developing new technologies, others have already taken the next steps. This leads to lost revenue and an increasing weakening of market position. For many companies that had relied heavily on combustion engines, transitioning to electric mobility turned out to be more difficult than expected. High investment costs, insufficient infrastructure, and technological lag have slowed progress, while newcomers or companies from Asia have been able to act more swiftly with more innovative approaches. Leadership and Management: A Failure of Responsibility Another central aspect is management. If companies fail to develop and implement a clear vision for the future, they not only lose competitiveness but also the trust of their employees and investors. For too long, many large car manufacturers hesitated to break free from outdated but entrenched models. Rather than taking bold steps – such as focusing early on electric vehicles or digital components – changes were postponed, and internal resistance went unaddressed. The failure to embrace transformation, coupled with often hesitant leadership within companies, can have devastating effects – both on the success of product innovations and on the company’s position in the global market. Missed Opportunities and Innovations Delayed adoption of new technologies leads not only to direct financial losses but also to missed opportunities in innovation. While competitors are already developing new models and technologies, companies that have failed to transform are stuck in the old mindset. They miss the chance to position themselves as leading innovators, losing relevance as a result. The automotive industry is particularly dependent on innovation – whether in the development of autonomous vehicles, the integration of artificial intelligence, or improving battery energy efficiency. Those who lag behind here risk becoming increasingly irrelevant in the competition. ​Underrated catalysts De-Globalization and the Impact on Suppliers and Resources Another critical factor is the increasing de-globalisation and the challenges it poses in terms of suppliers and resources. Companies that have relied on global supply chains for too long are now feeling the effects of trade wars, political tensions, and economic uncertainty. In the automotive industry, where vehicle production requires a vast number of specialised suppliers, disruptions in global supply chains can quickly lead to bottlenecks. The failure to strategically adjust to these new challenges – such as by establishing alternative production sites or shifting to more localised supplier relationships – has caught many companies off guard. Furthermore, geopolitical tensions, such as trade wars between the U.S. and China, have severely disrupted global supply chains and driven up the cost of raw ...
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    12 mins