Narration et Communication d'Entreprise speakers
Des conférenciers qui utilisent la narration pour transmettre des idées complexes avec clarté, émotion et impact commercial durable
Speakers Associates represents 447 speakers on Narration et Communication d'Entreprise, including Arnt Eriksen, Mark Stevenson, Purna Virji, Lucy Bullivant, Jennifer Willey, Lauren Ducrey, Shela Gobertina von Trapp, Neelu Kaur, James Haskell, et Shil Shanghavi.
Most products, messages and change initiatives fail not because the idea is wrong, but because it does not move through people. Buyers know they need word of mouth, persuasion that lands, and customers and employees who actually shift behaviour. What they lack is a tested model for which specific levers cause that to happen.
Boards and investment committees need a clear read on US politics that does not collapse into partisan noise or cable news shorthand. The conservative movement has fractured, institutional trust is thin, and policy direction now turns on factional fights inside one party rather than the old left-right contest. Leaders need someone who can explain what is actually happening on the American right, why it matters for risk, and which signals to take seriously.
Senior teams know how to set ambitious targets. The harder problem is the long stretch between the target being set and the result arriving, when motivation drops, conditions shift, and the people responsible have to keep performing at the limit of their ability. Sustained execution under that pressure is what breaks most strategies, not the strategy itself.
Mental health sits at the top of every wellbeing strategy and somewhere near the bottom of most line managers’ confidence list. Policies exist, EAP usage is reported, and yet the conversations that actually prevent harm rarely happen on the floor. The gap is not awareness. It is the willingness to speak first, and the skill to respond when someone else does.
A conference, awards night or internal celebration only lands if the room stays warm from the first link to the last. The wrong host makes the agenda feel administrative. The right one carries pace, reads the audience, and gives a corporate event the texture of a broadcast moment.
International leaders are routinely promoted on the strength of domestic performance, then asked to influence teams, clients, and partners across half a dozen cultures with no playbook. The result is well-intentioned communication that lands as confusing, transactional, or tone-deaf in the rooms that matter most. Boards keep losing deals and senior talent to a problem they can name but rarely solve.
Internal events, awards nights and conference plenaries live or die on the person at the front. Audiences switch off when the host is stiff, scripted, or visibly above the room. The brief is to find someone the audience already trusts on screen and who can carry a live room with warmth, pace and unfiltered personality.
Audiences are fragmenting, advertising revenue keeps falling, and the platforms that once delivered scale are now extracting it. Publishers and content businesses have to decide what readers will actually pay for, then rebuild the product, the newsroom, and the commercial engine around that decision. Most do not know where to start, and the cost of getting it wrong is the title itself.
Financial services firms are expected to adopt new technology faster than their regulators, risk teams or cultures are built to absorb. Innovation programmes stall not on the technology itself but on the gap between what executives announce in public and what their organisations are actually able to execute. Closing that gap requires someone who has lived inside both the trading floor and the startup, and can speak credibly to each.
Senior leaders are paid to influence people they do not control, often in rooms where the stakes are uneven and the information is incomplete. Most leadership training teaches communication frameworks; very few teach how trust, recruitment and elicitation actually work when the other side has reason to withhold. The gap shows up in board negotiations, in stakeholder management across borders, and in the quiet failure to build alliances that hold under pressure.
Hiring is the function most companies underinvest in until a critical role goes unfilled for six months. Talent teams are asked to compete with better-funded employer brands using the same job posts, the same agencies, and a shrinking budget. The question for leadership is not how to fill the requisition. It is how to build a recruiting operation that talented people want to be inside before a role even opens.
Most senior leaders cannot answer a basic question: how does our organisation actually sound, to customers, to staff, in the rooms where decisions get made? Listening is treated as etiquette and speech as performance, when both are operating variables that move engagement, retention and trust. Without a working theory of how sound and attention shape behaviour, communication investment defaults to volume.