At Anirot, we don’t use storytelling and brand storytelling and all this jargon as a popular terminology. It is now fashionable to be self-pronounced as a storyteller but in fact, traditional marketing agencies cannot produce strategic storytelling without strategy and business development going deep into data-driven narratives and verbal and non-verbal deliveries. As a strategy and innovation consultancy, we have created a bespoke Strategic Storytelling Toolkit™, aiming to create a consistent approach to developing people, brands and organisations.
When deciding to use storytelling in strategic decisions, it means that you immediately create a relationship between what you want to achieve (mainstream strategic objectives) and the impact you want to make to reach there (storytelling). Beyond impact though, storytelling determines strategy, both within and between organisations. Imagine a boardroom meeting to create a new Digital Innovation Department at your firm, an effort which you are leading with utmost enthusiasm. This is a decision senior management needs to make and which you need to present in a way that not only convinces them but turns them into supporters of your initiative. Enters storytelling.
There is currently a new narrative, or rather, a new understanding of a new narrative, which doesn’t depend much on the content itself but on the structure of the content. Like a Shakespearean Act, content needs to be climaxed in a way that creates anticipation but also a high probability of conversion; turning audiences into potential clients.
“People are attracted to stories because we’re social creatures and we relate to other people.”
Keith Quesenberry, Researcher at John Hopkins
STRATEGIC STORYTELLING TOOLKIT™
At Anirot, we have researched deep to create a Strategic Storytelling Toolkit™ designed to integrate business narratives and strategic aims as one. Through our Storytelling Lab, you will be able to learn how to: