Please login to the form below

L.E.A.D by example: the art of corporate storytelling

Alex Davies, Director at Hanover Health, considers the art of corporate storytelling and how we must challenge our clients to achieve a powerful narrative.

As an industry, we suffer from a bad case of jargon-itis. Many of us want to tell compelling stories that move our audiences, but a lot of the time end up saying nothing at all. The truth is, it doesn’t have to be like this. We can talk like the very people that we so often talk about – patients.

For me the art to crafting a powerful corporate narrative is to answer the question: so what? What difference does your business make to the world and, frankly, why should anyone give a damn? Forget the jargon or convoluted sentences that please a committee of reviewers but can’t be understood by anyone else: why do you exist? What is your purpose and why does it matter? Start with that, and then everything else will follow.  Yes, you can have three pillars that underpin your overarching reason for being, but cracking your ‘why’ is unquestionably the most important part.

Often when we ask businesses what their ‘why’ is they respond with, “to be a leader”. This is all well and good, however in many instances, companies are demanding to be seen as a leader in areas that they aren’t always leading in. To remedy this and to help extract what exactly they can define themselves as “leaders” on, we developed the L.E.A.D criteria. This sets out what it takes for a business to truly act as a leader in a given topic:

L stands for Learned

You’re a credible expert in a subject and can speak on it with authority

E is Engaging

You have an opinion, something interesting to say that resonates with audiences

A is for Accessible

You’re willing to talk about it externally and have spokespeople who are capable and confident

D is Decisive

You can move quickly, offering your experts at speed and reacting to the external agenda

If you can deliver on all of the above elements, you can be deemed as credible leaders and are well on your way to having your story established. So how do we craft this into a compelling corporate narrative?

Introducing the 3D approach: Define, Develop, Deliver

At Hanover Communications, we follow a ‘3D’ approach to help brands to tell their story most effectively:

Define: …clear and understandable messages that avoid corporate slogans and speak to audiences about what matters to them

Develop: …inventive and engaging collateral and static representations that clearly articulate the agreed messaging

Deliver: …the final piece of work, for example, an exciting launch event that brings the new strategy to life and excites audiences

This is designed as a really simple step-by-step process to help businesses to craft a powerful corporate narrative and determine the most appropriate assets and means to communicate this to target audiences.

So the next time you being to write a brief with the words “we want to be seen as a leader” or  “we’d like people to think that we lead this or that” challenge yourself to question it through L.E.A.D. Alongside the 3Ds, this criteria has proved successful with our clients to date and they’ve appreciated the challenge.

10th March 2020


Company Details

Hanover Communications

+44 (0)20 7400 4480

Contact Website

70 Gray's Inn Road
United Kingdom

Latest content on this profile

Let's be ambitious for patients and life sciences investment in Global Britain
“Take up of new medicines in the UK continues to be slow by international standards”. Since this Pharmaceutical Industry Competitiveness Task Force report in 2005, there have been at least five UK life science strategies plus three PPRS or VPAS deals. All have promised to accelerate access of new medicines to patients. Sadly, 12 years on, the 2017 Life Sciences Industrial Strategy could only restate the challenge: “Evidence demonstrates that access to and diffusion of products in the NHS is often slower than in some comparable countries”. Can we ever break this cycle? By Andrew Harrison, Group Managing Director of Hanover Health.
Hanover Communications
What is everyone ‘ARPAing on about?
On Wednesday 16th September, Ursula Von Der Leyen, President of the European Union, announced in her State of Union address that they plan to develop BARDA, a Biomedical Advanced Research and Development Agency. This follows on from the Conservative Government pledging in their manifesto in late 2019 to develop ARPA, the Advanced Research Projects Agency. Both of these agencies are direct descendants of DARPA, the Defense Advanced Research Projects Agency founded in the USA in 1958 to create “Nation technology-based options for preventing – and creating - technological surprise.” Technological surprise is a wonderfully euphemistic phrase which refers to military “surprise” in the context of the Cold War. However, in the context of a global pandemic and the politicisation of the race to find a vaccine many are now drawing Cold War comparisons. But can DARPA, ARPA or BARDA actually deliver technological surprise? Jennifer Blainey, Director, Hanover Health explores.
Hanover Communications
Tackling obesity via green prescribing: A piece of cake or a half-baked strategy?
In our new article, Lloyd Tingley explores the wider societal and behavioural factors that will impact the success of green prescribing and the obesity strategy, and the role companies will play in driving a society wide approach that impacts infrastructure, adherence, health inequalities, and more.
Hanover Communications
EU Pharmaceutical Strategy Roadmap
As discussed in a recent article, the next few years will define the future of life sciences and especially the regulation of breakthrough advanced therapy medicinal products (ATMPs) and orphan medicinal products (OMPs) in the EU. Here Senior Healthcare Director Emma Eatwell examines the impact of the recently-published European Commission Roadmap to develop an EU Pharmaceutical Strategy and considers what the the future looks like for ATMPs and OMPs.
Hanover Communications
Does digital primary care offer a sustainable solution?
After years in which the local GP surgery seemed stuck in the digital doldrums, the last few months have seen a digital revolution sweep across GP practices, driven by the extraordinary circumstances of the Coronavirus. NHS digital figures show that in 2019 less than one in every 100 GP appointments were carried out by online video consultation, and nearly 4 in 10 people had no access to online consultations at all. In the space of two months this has shifted, with GPs having to adapt to a new way of working while tackling the demands of a new disease. What does this all mean for the future of primary care? By Jack Turner, Senior Account Director, Hanover Healthcare.
Hanover Communications
Global communications during and post a worldwide pandemic: how can organisations break through the noise?
COVID-19 has understandably dominated the news agenda like no other story in a generation. But what about other disease areas that are both important and deserve public attention? How do we break through this wall, particularly as coronavirus looks set to govern the news agenda for the next few months at least, if not longer?
Hanover Communications