Historiefortælling og forretningskommunikation speakers
Talere der bruger historiefortælling til at kommunikere komplekse idéer med klarhed, følelse og varig forretningspåvirkning
Speakers Associates represents 447 speakers on Historiefortælling og forretningskommunikation, including Arnt Eriksen, Mark Stevenson, Purna Virji, Lucy Bullivant, Jennifer Willey, Lauren Ducrey, Shela Gobertina von Trapp, Neelu Kaur, James Haskell og Shil Shanghavi.
A growing share of the workforce is quietly holding two jobs at once: their paid role and the unpaid care of a partner, parent or child with a serious condition. Most organisations have no language for this, no policy that fits it, and no senior voice naming it from experience. The result is hidden absenteeism, talent loss and a cohort of high performers who burn out without ever asking for help.
Most people carry the weight of their personal lives into the working day, and many carry real adversity that standard wellbeing programmes never reach. The science of how the brain shapes behaviour, in children and in adults, is the most practical lens organisations have for this. It supports working parents and helps employees rebuild after difficulty rather than mask it.
A high-stakes conference, awards night or leadership town hall lives or dies on the person holding the room. Senior audiences notice immediately when a host is reading from cue cards, missing the brief, or unable to interview a CEO with the same fluency they bring to a panel. The risk is not a bad event. The risk is a flat one that the audience forgets by Monday.
Most leadership audiences are told that AI, mixed reality and the next wave of consumer technology will reshape their business, but few of them follow the field closely enough to separate signal from noise. The result is a workforce that hears the headlines and a leadership team that struggles to translate them into a position the rest of the organisation can act on. Bringing the technology story into a room of non-specialists, without dumbing it down or hyping it up, is a specific craft.
Senior conferences live or die on the host. A panel of bank CEOs, central bankers and geopolitical analysts will not self-organise into a coherent hour; someone has to hold the room, follow the money in real time, and ask the question the audience came to hear. Most rosters of available moderators thin out fast when the brief involves live financial markets, sanctions, or a head of state in the green room.
Boards are asked to commit capital to AI before the returns are visible, and to do so while regulators, sovereign governments and a small group of US infrastructure companies redraw the rules around them. Most leadership teams do not have an internal source who covers all three at once. The gap shows up as exposure: investments made on vendor narratives, strategy decks built on last quarter’s headlines, and a quiet sense that the people in the room do not actually know who controls what.
Industries that have been male-coded for decades do not change because a senior team agrees inclusion matters. They change when the people in the room, in the studio, on the panel, start to look different and the institution learns to make that normal. The friction is rarely the policy. It is the everyday culture around it.
Most companies still compete on what they sell. The pricing, the features, the specifications. That posture turns the product into a commodity and the customer into a transaction. The harder commercial problem is becoming a company people will go out of their way to choose, defend and talk about, and very few leadership teams know how to engineer that on purpose.
Companies increasingly find their values tested in public, often without warning. Workforces, customers and investors want to know what the institution actually stands for, and silence is read as a position. The harder question for senior leaders is how to speak with conviction when every word will be quoted, contested and used as evidence.
The central problem in most commercial teams is not a shortage of knowledge. It is a shortage of consistent execution. Buyers arrive overloaded and sceptical, employees are largely disengaged, and the gap between what sales and leadership teams know and what they actually do costs commercial performance every quarter. Strategy is rarely the bottleneck: the ability to act on it, repeatedly and under pressure, is.
Most corporate events live or die on the person holding the room. A weak host fragments the agenda, drains energy between sessions, and leaves senior speakers stranded; a strong one keeps the audience present, makes guests look sharper than they are, and turns a programme into a coherent experience. Finding someone who can do that across a gala, a panel, and a live product launch, in two languages, with the composure of a working broadcaster, is harder than most organisers admit.
Most brands lose attention before they get to the argument. Audiences, customers and investors decide in seconds whether a story is worth their time, and the difference between a moment that lands and one that drifts is rarely the content; it is the craft of presenting it. Senior teams that can write a strategy often cannot perform one on stage, on camera or in front of a room.