Why storytelling is the key to success in the disruption era

From ancient cave drawings to written narratives and today’s multimedia landscape, storytelling has always been how humans make sense of the world and organize information. It connects us to something greater than ourselves, builds trust and drives action.

In the disruption era – marked by rapid technological change, economic volatility and shifting consumer expectations – storytelling has become essential for engaging the audiences that matter most to any enterprise’s success: consumers, employees and shareholders. To effectively connect with each group, storytelling needs to manifest in several different ways.

Neuroscience underscores why storytelling is so powerful: it triggers oxytocin, the “trust hormone”, and dopamine, which enhances memory and motivation. More importantly, it fosters neural coupling, aligning the storyteller’s brain with the audiences.

In the disruption era, where connection is vital and clarity is scarce, storytelling is the key to inspiring the audiences that matter most. It’s not just an age-old tradition; it’s a strategic tool for navigating complexity and fostering trust.

Here’s why it belongs at the heart of your corporate strategy in 2025.

In a world of rising costs and infinite choices, emotional connection is the ultimate differentiator.

Consumers don’t just buy products – they buy meaning. In fact, 73% of consumers are more likely to purchase from a brand they feel personally connected to. As consumers grow more elusive and discerning, how do we ensure our stories truly connect and resonate with them?

First, stories must be authentic, credible, and meaningful, offering clear benefits to the customer. This includes tailoring narratives to resonate with different generations, regions and preferences.

In 2010, US TV shopping channel HSN launched the fragrance My Life by Mary J. Blige, crafting a 360º multimedia campaign including television, online, mobile, print advertising, public relations, events and direct mail.

This included a documentary film centred on Mary’s life story, broken into two chapters: First, the struggles of her past, and second, the inspiration of her happier future. On the last day of the campaign, we hosted a live concert starring Mary on the network.

The results were extraordinary: 72,000 units sold in 24 hours, a record-breaking $3 million in sales, and 20% new customer acquisition.

Second, stories must be purposeful, empowering or inspiring customers to act. A compelling narrative connects the product to something bigger, as seen in Nike’s Be Like Mike campaign, which tied Michael Jordan’s legacy to the thriving Jordan brand. Or Serena William’s 2019 Dream Crazier video that challenged stereotypes around women athletes.

This type of storytelling not only fuels loyalty but also motivates action. Similarly, at HSN, on-air partners sharing stories about products directly triggered customers to call or to purchase online.

Finally, stories must fit the category, aligning with the product’s role in customers’ lives. At HSN, storytelling wasn’t about simply selling a lipstick or necklace; it was about showing it understood the importance of a product to a potential customer and the effect that product might have on that customer’s life.

A lipstick could symbolize confidence for an important event, while a necklace might carry the weight of a cherished memory. This approach ensured that every product felt meaningful, enhancing the customer’s experience and connection to the brand.

Transformation is inevitable for businesses in today’s rapidly evolving world. But change often brings uncertainty and without alignment, even the best strategies can falter. Storytelling is the bridge – it unifies employees, reassures stakeholders and makes complex transitions not just understandable but inspiring.

Given a major brand overhaul when I took the reins at HSN, it was my role to communicate our new vision transparently up and down the organization. That meant sharing stories internally to engage our employees and investors in our new brand, new processes and new channels.

The substantial investment in our rebranding and strategic shift required a clear understanding among our team on what we value, how we spend our time, and how we think about our impact.

Storytelling can also help leaders when communicating cultural expectations within an organization. For example, I was able to use storytelling internally at Nike as we expanded our team to focus on all aspects of diversity and inclusion – in a time when diversity, equity and inclusion (DEI) barely existed in name.

We saw power in sharing stories that helped leaders understand the great impact of diversity of thought and ideas – which ultimately made us better storytellers to our end customers.

Like communicating with customers, it’s crucial for leaders to tailor the message and tone of their stories to their internal audience – including time, place and circumstance. For example, while at WW, I had to shift my approach to be more patient and steadier as the pandemic wore on, compared to the urgent, fast-paced tone I’d adopted when first taking the CEO role and driving an evolution of the brand.

When markets are turbulent, confidence can waver. Numbers and projections alone rarely calm uncertainty – investors need a narrative that demonstrates resilience, clarity and vision. Research confirms this: 72% of investors are more likely to back companies whose leaders effectively communicate their story.

At Weight Watchers, when I spearheaded the rebranding to WW, it wasn’t just a name change – it was a strategic pivot toward holistic wellness. I knew this transformation required more than a strong business case; it demanded a narrative that connected the dots for investors. We needed to show them how this shift aligned with changing consumer expectations and positioned WW for sustained growth in a competitive market.

Storytelling isn’t just a creative tool — it’s a leadership strategy. It bridges the gap between data and emotion, aligning vision with action.

In 2025, the opportunities for storytelling are boundless. Advances in artificial intelligence and virtual reality will enable leaders to create richer, more personalized narratives that resonate across audiences.

But while the methods evolve, the principles remain the same to connect with each primary audience: great stories inspire trust, drive connection, and create lasting value.

Storytelling isn’t just how we communicate – it’s how we lead.