How do you persuade thousands to move as one?
How do you persuade thousands to move as one?
How do you persuade thousands to move as one?
Leadership.
Leadership.
Leadership.
As always, for eons.
As always, for eons.
As always, for eons.
Persuasion is an art. Conveyed in stories. Wrapped in messages.
Persuasion is an art.
Conveyed in stories. Wrapped in messages.
Persuasion is an art.
Conveyed in stories.
Wrapped in messages.
Since before the Etruscans and Greeks, individuals with a vision have led by convincing those around them that each is essential to the journey.
And the journey is essential to them.
Since before the Etruscans and Greeks, individuals with a vision have led by convincing those around them that each is essential to the journey. And the journey is essential to them.
Since before the Etruscans and Greeks, individuals with a vision have led by convincing those around them that each is essential to the journey.
And the journey is essential to them.
That’s transformation, in today’s business terms.
That’s transformation, in today’s business terms.
AI didn't create the narrative governance problem.
AI didn't create the narrative governance problem.
It made ignoring it impossible.
It made ignoring it impossible.
Every organization now produces more language, faster, from more sources, than at any point in history.
Every organization now produces more language, faster, from more sources, than at any point in history.
A department head publishes a thought leadership post before the CEO knows it exists. A sales team assembles a proposal from fragments no one has reviewed in three years.
A junior marketer generates polished brand content with an AI tool in twenty minutes — content that sounds right, reads well, and may be completely misaligned with what the organization actually stands for.
A department head publishes a thought leadership post before the CEO knows it exists. A sales team assembles a proposal from fragments no one has reviewed in three years.
A junior marketer generates polished brand content with an AI tool in twenty minutes — content that sounds right, reads well, and may be completely misaligned with what the organization actually stands for.
No one owns this problem in organizations today.
No one owns this problem in organizations today.
The CFO owns financial governance. The General Counsel owns legal governance. The CIO owns data governance.
Who owns narrative governance — the oversight of what an organization says, at every level, across every surface?
The CFO owns financial governance. The General Counsel owns legal governance. The CIO owns data governance.
Who owns narrative governance? The oversight of what an organization says, at every level, across every surface.
AI can produce a strategy framework in seconds. It can construct a messaging document in minutes. What it cannot do is layer a narrative that connects with every constituency – board, management, sales, operations, investors, regulators, and media – in their respective languages.
That insight is human. Still.
AI can produce a strategy framework in seconds. It can construct a messaging document in minutes. What it cannot do is layer a narrative that connects with every constituency – board, management, sales, operations, investors, regulators, and media – in their respective languages.
That insight is human. Still.
Strategic narrative governance for leaders managing change
Stephen Grant has spent 30 years doing what AI now does at the surface level — defining the language that determines whether strategy moves organizations.
He has advised leadership teams from 175+ organizations across 18 industries.
Strategic narrative governance for leaders managing change
Stephen Grant has spent 30 years doing what AI now does at the surface level — defining the language that determines whether strategy moves organizations.
He has advised leadership teams from 175+ organizations across 18 industries.
PwC Cisco FedEx Mars PepsiCo Tiffany's
PwC Cisco FedEx Mars PepsiCo Tiffany's
PwC Cisco FedEx
Mars PepsiCo Tiffany's
“This is the best-written business document I’ve ever read.”
— Juan Pujadas, Vice Chairman of Global Advisory Services
“This is the best-written business document I’ve ever read.”
— Juan Pujadas, Vice Chairman of Global Advisory Services
“This is the best-written business document I’ve ever read.”
— Juan Pujadas, Vice Chairman of Global Advisory Services
PwC International
PwC International
Independent advisory at the level of a senior partner.
Without the firm.
Independent advisory at the level of a senior partner.
Without the firm.
Independent advisory at the level of a senior partner.
Without the firm.
Most organizations navigating significant transformation turn to one of two options: a large consulting or communications firm that brings process, scale, and overhead — or a narrow specialist who can execute but can't see the whole board.
Stephen Grant is neither. He is a single senior advisor who works directly with CEOs and leadership teams, without a methodology to sell or a team to staff. The counsel is independent. The perspective is clear. And the accountability runs directly to the leader in the room.
Most organizations navigating significant transformation turn to one of two options: a large consulting or communications firm that brings process, scale, and overhead — or a narrow specialist who can execute but can't see the whole board.
Stephen Grant is neither. He is a single senior advisor who works directly with CEOs and leadership teams, without a methodology to sell or a team to staff. The counsel is independent. The perspective is clear. And the accountability runs directly to the leader in the room.
“He's the best communications strategist I've met. I get tons of feedback from our people, and no one has ever challenged our core positioning….”
— CEO and board member, billion-dollar engineering and consulting services company
“He's the best communications strategist I've met. I get tons of feedback from our people, and no one has ever challenged our core positioning….”
— CEO and board member, billion-dollar engineering and consulting services company
“He's the best communications strategist I've met. I get tons of feedback from our people, and no one has ever challenged our core positioning….”
— CEO and board member, billion-dollar engineering and consulting services company
Stephen works with a small number of leaders and teams at a time — as a one-on-one advisor to the CEO, as an extension of a strategic project team, or as a fractional Chief Narrative Officer (CNO) on retainer with direct access to the CEO and key leaders.
Stephen works with a small number of leaders and teams at a time — as a one-on-one advisor to the CEO, as an extension of a strategic project team, or as a fractional Chief Narrative Officer (CNO) on retainer with direct access to the CEO and key leaders.
Stephen works with a small number of leaders and teams at a time — as a one-on-one advisor to the CEO, as an extension of a strategic project team, or as a fractional Chief Narrative Officer (CNO) on retainer with direct access to the CEO and key leaders.
When the timing is right, the conversation is worth having.
When the timing is right,
the conversation is worth having.
When the timing is right,
the conversation is worth having.