TL;DR / Key Takeaways
Storytelling is essential for product management and innovation
People don’t buy products - they buy stories
Include the problem, who it affects, and show evidence
Share your ideas for solving it and the outcomes you expect
Use data to prove your idea is working
"People do not buy goods and services. They buy relations, stories, and magic."
- Seth Godin
Maybe it’s the Irish in me, but I’ve always loved a good story. Some say it’s in our DNA. Whether it’s the fantasy of Lord of the Rings, the twist of The Usual Suspects, the epic world of Dune, or the comedy of The Hangover - great stories pull you in. They have heroes, villains, unexpected twists, a bunch of inflection points and a satisfying arc from beginning to end. I’ve found the same kind of inspiration in books, sport, even moments from childhood.
And here’s the thing: storytelling is just as powerful in product management. It’s not a nice-to-have - it’s essential.
Ideas live or die based on how they’re communicated. Whether you're presenting to execs, demoing for customers, or pitching a new idea at quarterly planning, you’re telling a story. The goal? Get buy-in, spark belief, and show the value of your thinking.
A simple but powerful narrative structure goes like this:
Where we were → Where we are → Where we’re going.
One client used this brilliantly supported by customer journey mapping:
“We’re here now… we’re expanding our product offering to support the full customer lifecycle… and we expect this to create a smoother, more effective end to end user journey.” Clean, relatable, impactful.
Or take the Steve Jobs approach:
He didn’t say “the camera quality isn’t great yet,” or “apps aren’t integrated.” He said, “We’re removing all the buttons - you’ll control everything with the best pointing device in the world: your fingers.” Even better? “I’m going to put 1,000 songs in your pocket.” That’s storytelling.
To tell meaningful product stories, start by deeply understanding your customers. Listen to their stories: “Tell me about a time when…” Build user profiles. Use “Jobs to Be Done” frameworks. Solve problems that matter. Then tell the story of what you’re solving, why it matters, and how it’ll help. That emotional connection beats “we’re launching a new feature” every single time.
A 5-Step Acend Storytelling Framework for Product Teams
What’s the problem we are solving and who are we solving it for?
How do we know it’s a real problem? (Think data, user insights)
What outcome are we aiming for?
What are we actually doing about it in the next quarter?
How will we measure success?
Clear. Human. Relatable. That’s a story worth sharing.
“No one ever made a decision because of a number. They need a story.”
- Daniel Kahneman
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