Narração de histórias e comunicação empresarial speakers
Oradores que usam a narrativa para transmitir ideias complexas com clareza, emoção e impacto comercial duradouro
Speakers Associates represents 447 speakers on Narração de histórias e comunicação empresarial, including Arnt Eriksen, Mark Stevenson, Purna Virji, Lucy Bullivant, Jennifer Willey, Lauren Ducrey, Shela Gobertina von Trapp, Neelu Kaur, James Haskell e Shil Shanghavi.
Most managers can describe the behaviour they want from their teams. Getting it consistently is a different problem. The tools organisations typically reach for – competency frameworks, training cascades, performance reviews – were not designed to change how people actually behave day to day.
Most senior teams now accept that AI will reshape how their organisation works. The harder question is what their people should be doing more of, not less, as the technology takes on more of the cognitive load. Without an answer, transformation programmes default to tooling and miss the human capability shift the strategy actually depends on.
Senior teams are asked to make high-quality decisions while their nervous systems are running hot. Stress compresses attention, shortens time horizons, and turns experienced operators into reactive ones. The practical question is not whether leaders can hold their composure in a crisis, but how they train for it before the crisis arrives.
Conferences and awards nights live or die on the host. A flat presenter drains the room, mishandles sponsor moments and leaves senior guests feeling the evening did not justify their time. Internal and brand events need a host who can hold a stage, read a corporate audience and keep the energy honest without tipping into novelty.
Most organisations talk about scale, urgency and creative ambition. Few have to deliver all three on a fixed date with the world watching. The hard question is how leaders assemble the right people, money and partners fast enough to make a once-only event actually happen.
Teams are fracturing along the same lines their societies are. Managers inherit the argument, not the outcome: abuse in inboxes, staff going quiet in meetings, customers policing tone on social channels. Most organisations have no shared language for holding the line without inflaming it, and the cost of getting it wrong now lands on culture, retention and brand.
Climate and energy decisions now turn on a physical system most boards have never been taught to read. The ocean sets the weather, moves the carbon, routes the trade and absorbs the heat, yet it enters strategy only as a line item or a disclosure. Leaders need someone who can translate that system into decisions without flattening the science.
Resilience is the word every leadership team reaches for and the one they find hardest to instil. Most people can describe it; far fewer have tested what it takes to keep going when the wind changes, the cameras move on, or the plan stops working. Organisations want a voice that makes the gap between talking about resilience and actually practising it feel concrete.
Political decisions now move markets, reshape trade relationships, and disrupt supply chains within a single news cycle. Most leadership teams have access to the same headlines. What they lack is the structured interpretation to act on them – the ability to separate a durable shift from a temporary disruption, and to map political events onto specific operational and strategic exposure. The gap between information and decision has become one of the more costly problems in senior leadership.
Senior leaders convene on the hardest questions in the global economy, climate policy, African finance, development, and they need the conversation to land. A weak chair lets the panel drift into platitudes. A strong one presses the right question at the right moment, and the room leaves with a position, not just a transcript.
Institutional authority is eroding faster than most leadership teams can adapt. Customers, employees and stakeholders expect to participate in decisions that were once made behind closed doors, and refuse to grant legitimacy by title alone. The tension: how to retain the discipline of a serious institution while building the participatory muscle that now determines influence, loyalty and trust.
Most large organisations want the energy, loyalty and creative risk-taking that independent founders build into their businesses from day one. They rarely know how to buy it, partner with it, or protect it once it is inside their walls. The gap between corporate scale and founder instinct is where customer trust, product originality and brand meaning quietly go missing.