Storytelling e Comunicazione Aziendale
Relatori che usano la narrazione per comunicare idee complesse con chiarezza, emozione e impatto commerciale duraturo
Speakers Associates represents 446 speakers on Storytelling e Comunicazione Aziendale, including Arnt Eriksen, Mark Stevenson, Purna Virji, Lucy Bullivant, Jennifer Willey, Shela Gobertina von Trapp, Neelu Kaur, James Haskell, Shil Shanghavi, e Professor Maja.
Most large organisations say they want creativity and then build every process to suppress it. Standard operating procedure rewards predictability, and the people inside learn to stop offering the ideas that would move the business forward. The result is a leadership team that talks about innovation in strategy decks and sees very little of it in the work.
Fashion remains one of the world’s most polluting industries, and most boards still treat sustainability as a marketing problem. The same is true of inclusion in creative sectors, where representation reads well on a campaign but rarely changes who designs, commissions or buys. Closing that gap requires people who have stood inside both the commercial machine and the policy conversation.
Senior leaders are surrounded by signal but trained to listen for confirmation. Decisions get made on what is loudest in the room, not what is most important. The capacity to slow down, attend with the whole body, and read what a team or a market is actually communicating has become a rare and decisive leadership behaviour.
Western assumptions about cultural influence still shape how most organisations approach global markets. Bollywood, Turkish dizi, and K-pop now reach audiences of billions whose identities and aspirations were not built by Hollywood. Boards that continue reading the world through a Western cultural lens are misreading the markets that will define the next decade of growth.
Self-employed and parent workers now make up a material share of the labour market, yet most organisations still design events, communities, and engagement around full-time, office-based staff. The result is a quiet exclusion of the people whose flexibility many companies depend on. Building a sense of belonging across that group requires hosts and convenors who understand how freelance and parent working actually functions.
A conference, awards ceremony, or internal town hall is judged on whether the room actually lifts. The brief is usually the same: hold the energy, manage the running order, and speak to an audience that spans generations, cultures, and attention levels without flattening the tone. Most events fail this quietly, through a host who reads the autocue but cannot read the room.
Most organisations have a climate position written down and almost no internal language to talk about it. Senior leaders ask staff to care about a target the staff have never heard explained in human terms. The gap between the slide deck and the conversation is where engagement quietly dies.
Senior teams know the behaviours that separate sustained performers from talented amateurs. They struggle to install those behaviours as a discipline rather than a slogan. The gap between knowing what excellence looks like and operating that way under pressure is where most leadership programmes quietly fail.
Awards evenings and industry conferences live or die on the person running them. A host who loses a senior room between categories, or fumbles a sensitive question on stage, undermines months of planning. The pool of broadcasters who can hold a business audience across twenty awards or a live two-hour panel is smaller than organisers assume.
Big-room moments fall apart when the person on stage cannot read a live audience. A keynote can land and the awards segment that follows can still collapse if the host treats it as a script to deliver rather than a room to work. Organisations want a presenter who can hold a live audience, move between guests, and keep the energy on plan when something goes wrong.
Audiences have fragmented and the old playbook for earning their attention no longer works. Employees and customers want to see themselves in the people speaking to them, and they can tell when an inclusion message is performance rather than practice. Leaders need a sharper read on how loyal communities are actually built and on what credible inclusion looks like inside a workplace, not on a campaign deck.
Inclusion has become a vocabulary problem inside most organisations. The language is fluent, the policies are written, and yet disabled employees, neurodivergent talent and anyone whose body or mind sits outside the default still report the same friction at work. The question senior leaders quietly ask is whether their inclusion programme is changing anything, or whether it has become a parallel function that runs alongside the real culture without altering it.