NET.story

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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.
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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.
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  • Navigating the New Global Order

    Navigating the New Global Order
    2025/02/27
    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 分
  • 𝗡𝗘𝗧.𝙨𝙩𝙤𝙧𝙮 Introduction

    𝗡𝗘𝗧.𝙨𝙩𝙤𝙧𝙮 Introduction
    2024/11/06

    Also available at:

    ​
    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 分
  • From Founder to Enterprise Leader

    From Founder to Enterprise Leader
    2025/01/31
    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 分

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