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.
Senior leadership conferences and awards stages live or die on the person holding the room. A weak host turns a strong agenda into background noise, lets panels drift, and leaves the audience uncertain what the day was about. Organisations that invest in serious speakers and sharp content need a chair who can shape the conversation in real time, hold authority figures accountable on stage, and make the audience feel addressed rather than spoken at.
Brands keep losing time and money on social platforms they do not understand. Most marketing teams cannot explain why one TikTok travels and another dies, and they have no working view of the safety and reputational risk that comes with putting a brand in front of a younger audience. The result is either timid content that nobody watches, or noisy content that creates problems nobody saw coming.
Senior leaders consistently overestimate how much influence they have and underestimate how quickly they are losing it. Strategy and execution draw investment; the ability to earn genuine stakeholder commitment rarely does. That gap is where change initiatives fail, talent walks, and executive teams fragment.
Most large brands are running metaverse and avatar projects inside the same marketing teams that built their websites. The output is decorative, not commercial. Companies that want a serious return from digital worlds need to decide whether to retrofit existing functions or stand up a dedicated avatar-native business, and they need a credible view on which categories of revenue, audience, and intellectual property warrant the second route.
Reputation is now decided in hours, by audiences a leadership team cannot see, on platforms it does not control. The communications function is expected to hold the line through political volatility, activist scrutiny, and a fragmented media environment that punishes hesitation as much as error. Most senior teams know what they want to say. They are far less sure how to say it under sustained pressure without losing the substance.
Most brands now produce more content than ever and command less attention than ever. The narrative work that used to differentiate a product launch, a sales pitch or an internal change programme has collapsed into noise that customers and employees scroll past. The commercial question is how a brand becomes a story people repeat, rather than a message they forget.
Senior leaders talk about wellbeing in policy terms and creativity in innovation terms, and then ask why their people still feel flat, anxious and reluctant to take a risk in a meeting. The two conversations are the same conversation. Confidence, creative thinking and emotional regulation are practised skills, and most workplaces have stopped giving people time to practise them.
Boards and executive teams now price Westminster decisions into every quarter. Tax changes, regulatory shifts, and political volatility hit P&L before the analyst notes land. What leaders need is not a commentary, but a translator who can read the signal inside the noise and tell them which moves matter for their business.
Leaders prepare for disruption in theory and then freeze when it arrives. The gap between stated values and the decision made in the moment is where organisations lose trust, lose people, and lose ground. What is missing is a working model of accountability under real pressure, taught by someone who has lived the consequences.
Senior leaders can describe what success looks like on a scorecard and still struggle to explain what the work is for. That gap shows up in quiet disengagement, short tenures, and teams that hit targets without ever cohering around a shared standard of conduct. The problem is not strategy. It is the absence of a story the organisation believes.
Inclusion conversations inside large organisations have stalled. The language has matured but the visible role models in senior, technical, and field-facing functions have not. Workforces hear the policy and look for the proof, and when they cannot find it the commitment reads as performative.
Technology moves faster than the institutions trying to explain it. Public bodies, regulators, and corporates end up with digital channels that look active but say very little, while the audiences they need to reach lose patience. The gap between what an organisation does on emerging tech and what it manages to communicate has become its own strategic risk.