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Iraq’s Official New History Provides Insight On Crafting Company Narratives

Last week the Iraqi government launched a new version of its official history.

Last week the Iraqi government launched a new version of its official history. As students return to school from the Ramadan holiday they found new history books waiting for them that include the major changes the nation has experienced in recent years and open up topics that were once censored.

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This power to write history is sacred. As Oscar Wilde said, “Anybody can make history; only a great man can write it.”

This power comes from the fact that the narratives
we live in have a powerful, hidden hand in determining how we interpret
our environment. This fact, long noted by Hindu and Buddhist
traditions, is supported by an ever-growing body of scientific
knowledge.

Innovators who significantly impact the world seem able to recognize when we are living a story with a dead ending. Then they abandon the current tale to enter a new one that empowers people to act when no one else will.

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I’ve been researching narratives relating to business, and I’ve found three lessons that can help us better leverage the full power of storytelling.

1. Choose a new starting point

Like
turning the rudder of a ship, you can change the future people
anticipate by retelling the past.  One key is to strategically pick the
right starting point.

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Let’s consider Hewlett-Packard as an example of this principle. Since 2006, HP has engineered a remarkable turnaround under the leadership of CEO Mark Hurd. But I believe the groundwork for this 180-degree change was laid years prior under his predecessor Carly Fiorina.

Core to her strategy was the idea of “resetting” the HP story by
reaching back to HP’s original roots. The company’s internal and
external messaging brought to life the story of the company’s founders,
Hewlett and Packard, working in their garage, building the
ir first products. In fact the HP “garage” was elevated into an icon that roots the company in a common starting point and grounds them in a history of invention.

2. Show the system is stuck

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People are willing to change only when they grow discontented with where things are. In 2007, Michael Dell took back the reins of his company. Dell, the company that had revolutionized the computer industry by introducing a direct-to-consumer model, was in serious trouble as competitors began copying that model. With its stock sinking, the company turned to its founder for help.

In trying to craft a turnaround, Michael Dell has played on the story, as all narrative experts do. He repeatedly says that “this is a defining moment in our history and in our relationships with customers.”

The
first part of his message is a wake-up call: the future that Dell
employees and partners are imagining is not the right one because the
old direct model is no longer unique. He then paints a future of
promise: “We know our competitors drive complexity and needless cost
into consumers’ environments. We
intend to break this cycle.” In other words, he is arguing that the
competition is stuck and this presents an opportunity for his company.

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3. Repeat

Embedding a new story requires
far greater effort than you might think. Communicating your version of
the past and future—your vision—demands repeatedly delivering it to
your audience using creative m
ethods to remind them and keep them convinced.

I’ve worked with several companies to embed new stories that alter behaviors and thereby build a competitive advantage.
It usually requires carefully picking the stories that illustrate the
turning points you want people to remember, then telling them over and
over in meeting
s, by email, through visual displays, in continuing education classes and through textbooks, like the Iraqi government.

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But the effort is worth it. Every
leadership book underscores the importance of maintaining a long-term
vision in the minds of your people. This vision is a product of the
past, of the story people tell themselves about what has happened and
therefore what to expect in the future. For your innovations to succeed
you must
revise, edit, and rewrite prevailing stories.

Ask yourself the questions below to see how you can rediscover your past and write a new success story.

 1. Where did this idea come from?

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2. How did the company find its current direction?

3. Is our mission clearly stated?

4. How can I remind my employees that they are working toward something bigger than themselves?

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5. How can I use my company’s stories to engage and inspire my staff and my customers?

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About the author

Author of Outthink the Competition business strategy keynote speaker and CEO of Outthinker, a strategic innovation firm, Kaihan Krippendorff teaches executives, managers and business owners how to seize opportunities others ignore, unlock innovation, and build strategic thinking skills. Companies such as Microsoft, Citigroup, and Johnson & Johnson have successfully implemented Kaihan’s approach because their executive leadership sees the value of his innovative technique. Kaihan has delivered business strategy keynote speeches for organizations such as Motorola, Schering‐Plough, Colgate‐Palmolive, Fortune Magazine, Harvard Business Review, the Society of Human Resource Managers, the Entrepreneurs Organization, and The Asia Society

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