Struggling with Your Innovation Pitch? Here’s How to Nail It.

Last week, I had the privilege of partnering with my alma mater, Notre Dame (go Irish!), to deliver a short talk to a group of executives at a very big secret company (I can’t say who, but it might rhyme with forkshire pathaway) on storytelling’s role in innovation. And here’s the kicker: the big reveal wasn’t some complicated framework or process. It was simple—your ability to innovate begins with the story you tell yourself about what your company does and the role you play in it.

Wait, what? Innovation starts with a story?

Yep, you read that right. The story you tell about your company—its values, purpose, and direction—is a huge factor in whether your innovation efforts will flourish or fizzle. Here’s why this matters and a few steps to help you harness storytelling to drive real, strategic change.

Start with the Current Story: What’s the Narrative Today?

If innovation isn’t thriving, it might be time to pause and ask: What story are we telling ourselves? Every company has a narrative, whether intentional or not. Some organizations frame innovation as a risky gamble; others see it as essential to their mission. But if there’s no clear, energizing story about why innovation matters, motivation—and results—can fall flat.

Try This:

Take a moment to jot down the answer to this question: What business are you in? What business are you in? What business are you in?

Your answers are your story. Is it the one you want to be telling?

Pro Tip: Ask your team members to do the same exercise. You might be surprised at the variety of “stories” in the room. A quick debrief can reveal gaps, misalignments, and clues about what to change.

Flip the Script: Understand Both Customer and Internal Perspectives

Innovation doesn’t happen in a vacuum, and one of the most common traps I see is a disconnect between internal beliefs and customer needs. What customers want and what we think they want can be worlds apart. Storytelling is a bridge that lets you sync internal and external narratives, helping to shape solutions that resonate.

Exercise:

Grab a piece of paper and divide it in half. On one side, write down your team’s perception of what customers need. On the other side, list out what you know your customers actually say they want. Then, compare the two lists. This simple exercise can uncover hidden opportunities—and potential barriers.

Example: Imagine you’re in healthcare and believe customers only want cost savings, but your list reveals they also deeply value personalized care. Shifting the story you tell internally to include this focus can change the way your teams approach innovation altogether.

ProTip: Ask your favorite AI this question: What are the fears, frustrations, wants and desires of [your target customer here].

Map Your Innovation Story to Strategic Goals

For your innovation story to pack a punch, it has to align with your company’s strategic objectives. A great way to do this? Frame your story like a journey, where the customer is the hero, their challenges are clear, and the innovation is how your company helps them overcome the obstacles.

Hero’s Journey Framework:

1. The hero: Who is your customer?
2. The Challenge: What problem do they face?
3. The Journey: How is your company tackling this challenge?
4. The Outcome: What does success look like for your customers and your company?

This structure helps everyone see that innovation isn’t just about new products or flashy ideas; it’s about achieving your larger mission in a way that benefits all stakeholders.

Case Study: How One Company Transformed Their Innovation Story

At my Notre Dame session, I shared a story about Interface, the carpet tile company featured in the Net Zero documentary. Interface was founded by Ray Anderson, who had a revelation that fundamentally changed the company’s direction. He realized that their traditional manufacturing processes were harming the planet, and he was determined to transform Interface into a sustainable business that could help solve the climate crisis.

What They Did:

The leadership at Interface changed the narrative from being a typical carpet manufacturer to becoming a pioneer in sustainable practices. They introduced "Mission Zero," a bold goal to eliminate any negative environmental impact by 2020. This story wasn’t just about saving the environment; it was about leading an industry towards change and inspiring their employees and customers to be part of something bigger. By telling a new, aspirational story—one that emphasized innovation in service of sustainability—Interface inspired its workforce and customers alike. Employees were proud to work towards a mission that mattered, and customers connected with the brand on a deeper level.

Takeaway:

Changing the story changed the culture and, ultimately, the results. Interface didn’t just innovate their product; they transformed their entire business model. By reframing their mission and sharing that journey, they aligned their internal teams, motivated their workforce, and captured the imagination of their market.

The Leader’s Role: Become the Chief Storyteller

As an executive, your influence in shaping and sharing the innovation narrative is unmatched. When you lead with a clear story, your team doesn’t just hear it—they feel it.

Tips for Leading Through Storytelling:

• Share your own experiences. Whether it’s a success or a lesson learned, people connect to personal stories.
• Be consistent. Reinforce your innovation story in meetings, updates, and decisions.
• Use simple, relatable language. A great story isn’t about jargon or fluff; it’s about clarity and connection.

Think of it this way: Every time you talk about the company’s direction, you’re reinforcing that innovation story. The clearer and more resonant it is, the more likely your team is to feel empowered to take bold, creative steps.

Let’s Practice: Crafting Your New Innovation Story

Ready to reshape your company’s innovation story? Here’s a simple framework you can use:

1. Start with Who: Who does your company serve? (Yes, I think Simon Sinek got it wrong. Always always start with Who).
2. Follow with Why: Why would innovation in our field matter to them? What are the key challenges they face?
3. Paint the Journey: What steps are there we might take to overcome those challenges?
4. Focus on the Impact: What could success look like to our customers and our company? How will innovation impact them, our team, and the industry?

This exercise isn’t just theoretical. By crafting this story, you give your team a roadmap and a reason to believe that innovation isn’t just a lofty idea—it’s their path to making a meaningful impact.

3 Things to Ponder This Week

1. What’s your current innovation story? Is it energizing your team or creating friction?
2. Are you getting the customer perspective right? If not, start small by gathering a few real customer insights this week.
3. What’s your role in storytelling? Next time you discuss an innovation, focus on framing it as part of a larger journey.

Your company’s innovation story is like a compass. When aligned with your strategic goals and customer needs, it points the way toward meaningful, lasting change. So, what’s your story?

Let’s make it one worth telling. ??

Thanks for reading to the end. Warm regards. Until next time.

Psst. If you’ve read this far . . .

1) I ?? you, and

2) I have a 10 second “input” favor to ask. ??

I’m putting together a “high stakes presentation” course based on my book Deckonomics ? and the Get To The Point? workshop I deliver to large enterprises. I’m looking for people willing to beta test the course (free of course). It will be online, self-paced, and be 10 modules. I’m gonna run this beta test as a 10 day challenge in January. If you’d be interested in participating in the free beta test, reply to this email with the message “deckonomics beta”. The only thing I’ll ask in return is for an honest review. :)

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