Companies are prioritizing skills training while largely ignoring the underlying beliefs that dictate how those skills are applied. A significant amount of corporate investment goes towards developing employee capabilities, yet comparatively little is spent examining the fundamental beliefs driving operations. This oversight is problematic, as beliefs ultimately shape how skills are utilized and can hinder progress. The text suggests that if limiting beliefs are the “enemy”, they must be addressed directly with new ideas, not simply overcome with enhanced skillsets. Effectively combating negative internal forces requires a shift in focus towards analyzing and revising core organizational beliefs. Ignoring this crucial step limits the full potential of skills development investments. Ultimately, true progress demands addressing not just *how* things are done, but *why*.