We are seeing narrative as a recurring theme in conversations with our clients – and particularly post-COVID, we’ve seen more and more business and brand leaders (across all sectors) seek advice on a range of questions from: Let’s start from the beginning – what do we mean by corporate narrative? So, how do you craft a narrative that tells the story of your business to employees, customers, investors and other stakeholders in a way that helps drive the business forward and delivers the impact required? Ultimately, a compelling story – or narrative – can help manage internal and external expectations, resulting in buy in and permission to achieve business goals.Īs a result, storytelling has never been more important as a weapon in business leader’s toolkits. Finding a way to connect initiatives into a clear story is key. Tying these elements together is complex – but critical – in navigating change. These moving parts are regularly impacted by external change – and the pace of that change is only increasing.
The parts of the narrative – the values, the positioning, the purpose – are frequently designed in silo, by different people, at different times and under different direction. Their narratives are constantly being shifted around them, often by things far outside of their control. And, however many narratives they craft – they are able wrangle them together into a clear and compelling story that has a fixed ending.Ĭontrast that with the task facing brand and business leaders today. They are the masters of every element of the narratives they manage and craft. Truly great storytelling is compelling – it draws the reader in and can make them think and act differently as a result.Īuthors are, by definition, brilliant storytellers.
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