The fundamental elements of any compelling story—a character, a conflict, and a resolution—map directly to product management. The user is the character, their problem is the conflict, and your product provides the resolution. This simplifies story creation.

DreamWorks co-founder Jeffrey Katzenberg argues that successful businesses are built on compelling narratives. Storytelling is essential for recruiting top talent, securing investment, and acquiring customers, making it a foundational skill for any leader, not just a creative department's job.

Many leaders mistake a chronological summary or a problem-solution statement for a story. True storytelling, like that used by Alibaba's Jack Ma, requires a narrative with characters, conflict, and resolution. This structure is what truly engages stakeholders and persuades them to join a cause.

Storytelling frameworks are useless without substance. The foundation of a compelling narrative is knowing more about your industry's core problem than anyone else. The goal isn't to master abstract techniques but to develop a deep, unique perspective that you feel compelled to share. The true test: could you write a book on your category?

A compelling narrative isn't just about what you do (external). It requires a personal "why" (emotional) and a steel-manned refutation of the dominant worldview (philosophical). This internal work galvanizes teams and resonates with customers.

Elite marketers don't rely on a single origin story. Like a musician with a song repertoire, they curate a collection of brand stories. They then strategically select the most situationally appropriate narrative to resonate with a specific audience, goal, or context.

Many brands mistake chronicling the customer journey for storytelling. True storytelling requires a moment of transformation, transcendence, or an 'aha' moment for the customer. It's about creating a feeling of being seen and understood, which builds a deeper emotional connection than simply listing events.

Every compelling story needs conflict, which requires an enemy. Companies can define their enemy in one of three ways: direct competitors (e.g., other vodkas), competing approaches (e.g., cycling vs. the tube), or beliefs you stand against (e.g., humans are terrible drivers). This ABC framework (Approaches, Beliefs, Competitors) simplifies narrative creation.

The narrative structure used in Pixar films—"Once upon a time... and every day... until one day... because of that... ever since then"—provides a simple, effective template for product managers to build compelling stories around their users and solutions.