Storytelling

When to Use

• Shape a story spine (setup → tension → resolution) for a decision, launch, or change
• Tailor the same facts into executive, board, customer, or team narratives
• Build a data story with honest framing, context, and uncertainty
• Draft product or strategy narratives that connect problem, choice, and proof
• Turn incidents or postmortems into blameless, actionable stories
• Explain actuarial or insurance risk to non-technical stakeholders without diluting rigor
• Outline slide or visual narrative flow (section purpose, not final design)
• Distill key messages (3–5 MECE bullets) aligned to one audience and one ask

When NOT to Use