Narrative Strategy and Storytelling for Organisations
Helping organisations solve communication, engagement and change challenges through story
I had to synthesise the findings that needed to reach the executive leadership team. And the authentic communication captured in the last question changed my whole presentation. The biggest key themes and learnings were now framed in their own language.
If you are a member of the comms team in government or organisations, you have heard this many times. The decisions have been made, the policy set, the announcement is coming, and the strategic comms plan has been written. The first round of content has been deployed, and this is the first follow-up with the project team. And this is the feedback.
Strategic narratives are revealed, not designed. Organisations are made up of people telling stories all day, every day. They are sharing stories of their business, customers, projects, teams and direction. There is much to be learned about an organisation in the language teams use to describe their work, and in the moments they share about…
People working in communications, content, and marketing are thinking about their value. AI can produce copy quickly. Suggest your next strategic move or find holes in your comms plans. It is fast, reliable and never misses a deadline. Where does storytelling training fit into a world where everything that is known about the tricks of the trade of communication is still in an LLM? Why learn about or upskill in storytelling when it is all there for us to explore?
I have facilitated numerous workshops, strategy days, narrative sessions, and conference experiences. Regardless of the setting or participants, a consistent pattern emerges. Typically, the most senior, outspoken, or confident individuals are the first to contribute, filling the room with their perspectives. However, as the session transitions to deeper reflection, it is often a quieter participant who introduces a profound idea, causing everyone to pause and absorb the insight.
At the end of a period of strategic thinking and planning, I normally hear from leaders who want a narrative strategy. When they start managing the process of rolling out the strategy. They ask to tack stories onto the strategy. But this is not ideal. The stories should be embedded in every step of the process. From listening, collecting, collating, and activating your narrative. Especially now, in this time of convergence of changes. AI is reshaping how work gets done. Instability is rewriting assumptions about markets, supply chains, and workforce planning. People are carrying personal disruption into professional spaces in ways that are hard to ignore. Change is not arriving from one direction. It is arriving from everywhere at once.
Recently, I wrote an article about why I don’t teach the Hero’s Journey; you can read it here. It got people talking. Not because people disagreed, but because people said they had a similar critique of the Hero’s Journey. In particular, as the default of what a story is in terms of point of view, form…
Why I don't teach the hero's journey in business storytelling — and why a framework built around one white male Western perspective was never universal.
The surge of storytelling: What it means and what it doesn't. Storytelling is everywhere, featured in job titles, strategy documents, conference themes, and LinkedIn posts. It’s touted as critical in business communication, culture, and leadership. There’s a lot of excitement and commotion, for good reason. As much talk as there is about storytelling, there is…
As the year draws to a close, it’s the natural time to reflect, examine, and think about what we want for 2025. This process is critical—not just for business but for life itself. You can’t hit a goal you haven’t set or reach a destination if you don’t know where it is on the map. Life is a journey of stages, and the question becomes: Where do I want to be in this stage next year?
Narrative Strategy and Storytelling for Organisations 