Story as Strategy
Perhaps you’ve seen this quote before:
“The mistake people make is thinking the story is just about marketing. No, the story is the strategy. If you make your story better you make the strategy better.”
— Ben Horowitz, a16z
Now the question is, how does a story make your strategy better? Can a story really be strategy? Let’s break it down:
Story
First, let’s define “story.” I define it as, “what you want, and the obstacles you must overcome to get what you want.” This basic framework is applicable across various contexts — from corporate branding to product development — making it a versatile tool in strategic planning. For example, Apple’s narrative of innovation and user-friendly design fundamentally shapes its strategic decisions, guiding product development and marketing.
Strategy
Strategy, on the other hand, is a plan to achieve a desired outcome. It involves researching current conditions, evaluating and allocating resources, and mobilizing operations to overcome obstacles to that desired outcome. However, even the best strategies can’t foresee every variable. This is where the story’s role becomes crucial.
Desire > Obstacles
Consider your favorite story. Was there a moment when the protagonist almost gave up? The power of their desire, however, propelled them to overcome great challenges and achieve their goals. Similarly, a strategic narrative can help maintain focus and drive during tumultuous times. It’s not just about having a plan, but also about creating a compelling narrative that all stakeholders can rally behind.
Companies like Patagonia have excelled in integrating their strategic objectives within powerful narratives. Patagonia’s commitment to sustainability transcends mere apparel— the company uses “business to inspire and implement solutions to the environmental crisis”. This narrative has helped them navigate challenges and attract passionate customers and investors.
While integrating story with strategy offers numerous benefits, it also comes with challenges. There is a risk of oversimplification, where complex strategic needs are reduced to catchy but shallow slogans. This is especially true in regulated industries like healthcare, finance and energy.
To implement a story-driven strategy effectively, organizations can conduct workshops to align their internal narratives with their strategic goals, offer storytelling training for leaders, and incorporate narrative elements into strategic documents.
When Ben Horowitz suggested that the best strategies are stories, he alluded to desire, a core element of any narrative, as a critical driver of all strategic outcomes. Stories articulate desires and map out the pathways through which obstacles can be overcome. By embracing storytelling, businesses can forge stronger connections with their strategies, making them more dynamic, memorable, and impactful.
Thinking of your strategy as a story isn’t just a tool — it’s a necessity for those looking to achieve and sustain success in today’s complex business environment.
How are you using story in your strategy? What is it that you, your company and your customers desire?
Ari Mostov is a narrative strategist. She partners with innovators to build the future through story. Learn more at www.wellplay.world