Storytelling for business means taking a narrative approach to how you communicate.
AI can do a lot. But leaders still need to speak it, sell it, and sustain momentum. At Stillwater, we use our Activate Through Story method to help leaders bring clarity and meaning to complex ideas, plans, and strategies - so people not only understand them, but care about them and get behind them.
Whether you’re setting a new direction, rallying your team, or rolling out change, our story-led approach helps your message land, make sense, and gain real commitment.
We help you articulate your purpose, values, and vision - creating a clear, compelling narrative that anchors your organisation’s identity and future.
Change is constant - and we all need to get better at navigating and adopting it. We design stories that engage your people, align efforts, and keep momentum going across multiple waves of transformation.
Whether you’re launching a business strategy, introducing sustainability goals, or reshaping how work gets done, we craft stories that energise teams, build belief, and drive results.
How you tell your story matters as much as the story itself. We produce broadcast-quality experiences -panel events, videos, podcasts, townhalls, and more – that connect people to your vision in a way they won’t forget.
Whether you are launching a new product, announcing a new way of working or sharing your company vision and strategy, this simple story structure will transform your communication and get you the buy-in you need.
A recent client was merging two of their departments as a result of organisational restructuring.
This was a large, somewhat siloed organisation in that many of the departments operated as almost standalone businesses. The two merging departments were not aligned historically, making the merger more challenging than it otherwise might have been.
This merger was to bring significant change. Our client knew the potential negative impact that this change could have on the respective departments’ teams. They needed to make sure that they had buy-in for their proposed approach from both the C-suite team and their own people. That’s when they came to us. They knew they needed a change narrative that would articulate not just the approach and the logistics but also the purpose of this merger.
Through a series of story workshops with senior leaders from both departments, we co-created a concise suite of messaging which:
Through the story development process, these senior leaders, who were, themselves, initially reluctant to embrace the merger, began to own the story. They moved from being passive onlookers to being active agents of the change. The leaders were then coached to cascade the story to their people.
Our story-led approach ensured that what could have been perceived as a threatening merger was instead viewed as an exciting evolution of both departments.
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