At 6am, a short brief was already waiting in an HR business partner's inbox.
Overnight, the machine had pulled the people numbers for their business unit — headcount and tenure, time off and overtime, the latest engagement pulse, the roles open in the pipeline — set them against the past few months, and written them a note: one team's engagement has slipped three weeks running while its overtime keeps climbing, and here are three things worth checking before it turns into a resignation. They read it over coffee. And they wouldn't dream of acting on it unread.
That gap — between work done and work approved — is the whole subject of this edition.
Last week was the big picture of Digital Skills: why the shift is real, and why no one gets to sit it out. This is the practical half — field ⑩ again, the Daily Business side of the canvas. Less about whether to engage, more about what to actually build.
(New here? Download the canvas for free: https://www.digital-leader-program.de/en/digita...
When ChatGPT arrived at the end of 2022, my calendar started to empty.
The German economy was sliding — the energy shock after Russia's invasion of Ukraine had hit hard — and the first budgets cut were always the same: coaching, training, leadership development. Mine. When companies did keep spending, the money went into software and AI, not into people in a room with someone like me.
So I let myself ask the question I'd been circling for months: in a few years, will I still be needed at all?
I'd like to say I met that calmly. I didn't. For a while I told myself AI couldn't really do what I do — less a conviction than a way of not looking at the fear underneath. So I started a podcast on AI and human skills, mostly to force myself to understand the thing I feared. Even with a business-IT background, the climb was slow. But somewhere in it the fear drained away — not because the technology got weaker, but because I finally understood what it could do, what it couldn't, and, step by s...
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