INNOVATION COPILOTS, profile picture
Uploaded byINNOVATION COPILOTS
1,010 views

Business Storytelling and Soft Power

The document discusses the importance of storytelling in business, emphasizing that successful entrepreneurs often rely on persuasive communication to foster commitment to their vision. It highlights the emotional connection stories create, influencing decision-making more than facts alone. The course outlines key elements and techniques for effective storytelling in various business contexts, aiming to enhance communication skills for budding entrepreneurs.

Embed presentation

STORYTELLING Business Storytelling & Soft Power Development. Philippe Méda @merkapt
Course Perspective More than often, business education tends to consider business ventures as complex mechanisms that can eventually be deconstructed and rebuilt to match a specific purpose. This mechanistic view comes short at many levels. It’s for example quite obvious to see that it’s not that often that the best designed, or well thought business ideas, eventually pull through and become successful ventures. One of the key skills of successful entrepreneurs is very symptomatic: they are tremendously persuasive, and manage to create a solid, long-term commitment to their business vision. Leaders such as Steve Jobs, or Richard Branson, have been well known for projecting a œreality distortion field’ around them: a way of communicating their ideas, that would eventually bend the most unapologetic competitor to their perspective. If their personal charisma plays an obvious part in their way of communicating, it cannot be reduced to that only. Most of them would spend weeks, if not months, preparing a one- hour communication or demo. Nowadays, entrepreneurs need even more to be ultra persuasive so as to leverage any interest in their market, secure funding, and most importantly hire talented people. This course will explain the key elements and techniques of oral and written communication, in the perspective of creating a new venture as an entrepreneur ẃ in a for- profit or non-profit perspective, or a new business unit as an intrapreneur in a large corporation. Business Pitch & Communication
"To me marketing is about values. This is a very complicated world, it's a very noisy world, and we're not going to get a chance to get people to remember very much about us, no company is. So we have to be very clear about what we want them to know about us." Steve JOBS, Think Different campaign Telling Your Story
Why Do We Need Stories? KEYNOTE Investor’s PITCH Business Plan Shareholder’s Report HARD FACTS Reason Facts Projections Accounts Specifications Metrics
STORY 1 min PITCH TED Talk Video Teaser SOFT SKILLS Emotions Vision Values Instinct Feelings Empathy KEYNOTE Investor’s PITCH Business Plan Shareholder’s Report HARD FACTS Reason Facts Projections Accounts Specifications Metrics Why Do We Need Stories?
Most people care the most about the things that touch, move, and inspire them. They make decisions based on emotion, and then look for the facts that support these decisions. Thus it behooves every entrepreneur to learn how to craft stories from their personal experience and the world at large that make an emotional connection, as well as tie in the facts. Mark EVANS, Forbes Why Do We Need Stories?
Is Your Hearth Racing Faster?
Is Your Hearth Racing Faster?
Your Reptilian Brain seconds Flee or Fight? Friend or Foe? Empathy? 2
Your Reptilian Brain Happy Sad Angry Surprise Fear Disgust
Mirror Neurons Observation of an action, automatically triggers simulation of that action in the brain.
Where Were You?
The Power of Stories
The Power of Stories
The Power of Stories
The Power of Stories
« Hello, I'm a Mac » - 2006-2009 Apple Campaign The Power of Stories
JapanUSUK Personal & Cultural The Power of Stories
Building a Meme A meme (/ˈmiːm/ meem) is an idea, behavior, or style that spreads from person to person within a culture. The word meme is a shortening (modeled on gene) of mimeme (from Ancient Greek μίμημα Greek pronunciation: [míːmɛːma] mīmēma, "imitated thing", from μιμεῖσθαι mimeisthai, "to imitate", from μῖμος mimos "mime") and it was coined by the British evolutionary biologist Richard Dawkins in The Selfish Gene (1976) as a concept for discussion of evolutionary principles in explaining the spread of ideas and cultural phenomena.
Seeking compensation for a client who had lost both arms in an accident, Moe Levine surprised the court and jury, who were accustomed to long closing arguments, by painting a brief and emotionally devastating picture instead: As you know, about an hour ago we broke for lunch. I saw the bailiff come and take you all as a group to have lunch in the jury room. Then I saw the defense attorney, Mr. Horowitz. He and his client decided to go to lunch together. The judge and court clerk went to lunch. So, I turned to my client, Harold, and said « Why don’t you and I go to lunch together? » We went across the street to that little restaurant and had lunch. (Significant pause.) Ladies and gentlemen, I just had lunch with my client. He has no arms. He has to eat like a dog. Thank you very much. Levine reportedly won one of the largest settlements in the history of the state of New York. The Power of Stories
« The Force » - 2011 Volkswagen Commercial The Power of Stories
Louis CK, Stand-up Comedian The Power of Stories
Everything is a Remix Kirby Ferguson
The Monomyth
The Hero with a Thousand Faces
The Hero’s Journey Ordinary world The problem is hidden 1
The Hero’s Journey Ordinary world The problem is hidden 1 2 3 Call to adventure The problem manifests itself abruptly Refusal of the call Change is deemed to risky
The Hero’s Journey Ordinary world The problem is hidden Meeting the mentor A key element is unlocked and points a way out 1 2 3 4 5 6 Call to adventure The problem manifests itself abruptly Refusal of the call Change is deemed to risky Crossing the threshold Innovation is acted Test, allies, ennemies Experiments are initiated ORDINARY World Core Market SPECIAL World Early Market
The Hero’s Journey Reward Innovation starts to work and pay off Ordinary world The problem is hidden Meeting the mentor A key element is unlocked and points a way out 1 2 3 4 5 68 7 9 Call to adventure The problem manifests itself abruptly Refusal of the call Change is deemed to risky Crossing the threshold Innovation is acted Test, allies, ennemies Experiments are initiated The belly of the whale Innovation is started in the « garage » Ordeal Opponents helding the status quo are confronted ORDINARY World Core Market SPECIAL World Early Market
The Hero’s Journey Reward Innovation starts to work and pay off Ordinary world The problem is hidden Meeting the mentor A key element is unlocked and points a way out The road back The core market is targeted 1 2 3 4 5 6 12 11 10 8 7 9 Call to adventure The problem manifests itself abruptly Refusal of the call Change is deemed to risky Crossing the threshold Innovation is acted Test, allies, ennemies Experiments are initiated The belly of the whale Innovation is started in the « garage » Ordeal Opponents helding the status quo are confronted Return with elixir The innovation goes mainstream Resurrection The final resistance is met and overcome ORDINARY World Core Market SPECIAL World Early Market
The Hero’s Journey Ordinary world The problem is hidden Meeting the mentor A key element is unlocked and points a way out 1 2 3 4 5 6 Call to adventure The problem manifests itself abruptly Refusal of the call Change is deemed to risky Crossing the threshold Innovation is acted Test, allies, ennemies Experiments are initiated 1 2 3 4 5 6
The Hero’s Journey Reward Innovation starts to work and pay off The road back The core market is targeted 12 11 10 8 7 9 The belly of the whale Innovation is started in the « garage » Ordeal Opponents helding the status quo are confronted Return with elixir The innovation goes mainstream Resurrection The final resistance is met and overcome 9 8 7 12 11 10
You admire a hero, for not being a hero Ordinary world The problem is hidden 1 2 3 Call to adventure The problem manifests itself abruptly Refusal of the call Change is deemed to risky
Unfavorable odds can be beaten with the right nudge Meeting the mentor A key element is unlocked and points a way out 4 5 6 Crossing the threshold Innovation is acted Test, allies, ennemies Experiments are initiated
We all want to believe that at the bottom of the pit there’s hope… Reward Innovation starts to work and pay off 8 7 9 The belly of the whale Innovation is started in the « garage » Ordeal Opponents helding the status quo are confronted
What really matters is the change inside… The road back The core market is targeted 12 11 10 Return with elixir The innovation goes mainstream Resurrection The final resistance is met and overcome
Business is a story
The Social Network, 2010
Bill HEWLETT & Dave PACKARD, 1939
Bill HEWLETT & Dave PACKARD, 1939
Bill HEWLETT & Dave PACKARD, 1939
Walt DISNEY, 1923
Business is a Story
Business is a Story
Business is a Story
Business is a Story
Business is a Story
Business is a Story
How Starbucks Fought For Its Life without Losing Its Soul In 2008, Howard Schultz, the president and chairman of Starbucks, made the unprecedented decision to return as the CEO eight years after he stepped down from daily oversight of the company and became chairman. Concerned that Starbucks had lost its way, Schultz was determined to help it return to its core values and restore not only its financial health, but also its soul. In Onward, he shares the remarkable story of his return and the company's ongoing transformation under his leadership, revealing how, during one of the most tumultuous economic times in history, Starbucks again achieved profitability and sustainability without sacrificing humanity. Business is a Story
Hans Rosling TED Talk, 2006 Seeing the Story Through the Data
Business is a Story
Business is a Story
Business is a Story
Storytelling and Pitch 1. Problem 2. Solution 3. Business model 4. Your magic 5. Sales and marketing 6. Competition 7. Team 8. Milestones 9. Status and calendar 10. Call to action = STORY FACTS
1. Problem 2. Solution 3. Business model 4. Your magic 5. Sales and marketing 6. Competition 7. Team 8. Milestones 9. Status and calendar 10. Call to action Storytelling and Pitch Ordinary world The problem is hidden 1 2 3 Call to adventure The problem manifests itself abruptly Refusal of the call Change is deemed to risky
1. Problem 2. Solution 3. Business model 4. Your magic 5. Sales and marketing 6. Competition 7. Team 8. Milestones 9. Status and calendar 10. Call to action Storytelling and Pitch Ordinary world The problem is hidden Meeting the mentor A key element is unlocked and points a way out 1 2 3 4 5 6 Call to adventure The problem manifests itself abruptly Refusal of the call Change is deemed to risky Crossing the threshold Innovation is acted Test, allies, ennemies Experiments are initiated
1. Problem 2. Solution 3. Business model 4. Your magic 5. Sales and marketing 6. Competition 7. Team 8. Milestones 9. Status and calendar 10. Call to action Storytelling and Pitch Reward Innovation starts to work and pay off Ordinary world The problem is hidden Meeting the mentor A key element is unlocked and points a way out 1 2 3 4 5 68 7 9 Call to adventure The problem manifests itself abruptly Refusal of the call Change is deemed to risky Crossing the threshold Innovation is acted Test, allies, ennemies Experiments are initiated The belly of the whale Innovation is started in the « garage » Ordeal Opponents helding the status quo are confronted
1. Problem 2. Solution 3. Business model 4. Your magic 5. Sales and marketing 6. Competition 7. Team 8. Milestones 9. Status and calendar 10. Call to action Storytelling and Pitch Reward Innovation starts to work and pay off Ordinary world The problem is hidden Meeting the mentor A key element is unlocked and points a way out The road back The core market is targeted 1 2 3 4 5 6 12 11 10 8 7 9 Call to adventure The problem manifests itself abruptly Refusal of the call Change is deemed to risky Crossing the threshold Innovation is acted Test, allies, ennemies Experiments are initiated The belly of the whale Innovation is started in the « garage » Ordeal Opponents helding the status quo are confronted Return with elixir The innovation goes mainstream Resurrection The final resistance is met and overcome
Detect the narrative
Case study: detect the narrative Added Value Moving people The uber app connects you with a driver at a tap of a button Get it done Uberx make it easy and affordable to take care of your everyday Make it a night out Kick off your evening with no reservations Be the boss Take a meeting on your way to the meeting Arrive in style Show up ready for the occasion Go global Use uber wherever you land next
READ www.theverge.com > Uber the outlaw: a rogue startup fights the taxi power www.uber.com Case study: detect the narrative
Case study: detect the narrative 4. Meeting the mentor A key element is unlocked and point a way out
4. Meeting the mentor A key element is unlocked and point a way out 8. Ordeal Opponents helding the status quo are confronted http://www.theverge.com/2012/9/7/3300244/uber-taxi-new-york-travis-kalanick-rogue 6. Test, allies, ennemies Experiments are initiated
Case study: detect the narrative 10. The road back The core market is targeted
Detect the narrative: show, don’t tell
Detect the narrative: show, don’t tell
Detect the narrative: show, don’t tell 2. Call to adventure The problem manifests itself abruptly
Detect the narrative: show, don’t tell 4. Meeting the mentor A key element is unlocked and point a way out 2. Call to adventure The problem manifests itself abruptly
Detect the narrative product placement 5. Crossing the threshold Innovation is acted 12. Return with elixir The innovation goes mainstream
List all the « Hooks » Michael Pollan on Sustainable food
Your Storyboard
The Cast
Superheroes They are iconic characters with extraordinary abilities to circumvent intellectual and, or physical limitations. CEO, CTO, CFO
Reality distortion field Bends reality to its vision Plans BIG Thinks long term Pushes forward Knows when to pivot Secondary powers: limited precognition / apotheosis Super-weakness: radioactive and burns out employees The CEO
Psychokinesis Manipulates objects, atoms, with its mind Obsesses on « getting it right » Thinks short term Insulated from reality Extra-power : super-speed / mind-control resistance Super-weakness: autism The CTO Evan Williams, Twitter
Chronokinesis Accelerates TTM Moves through the plan Thinks medium / long term Prepares the next step ahead Extra-power : creates resources from thin air / super-connector Super-weakness: won’t pivot The CFO
Mentor The Extended Team…
The Storyboard VISION Meeting the mentor Crossing the threshold STRUGGLE Test, allies, ennemies Reward, Ordeal The belly of the whale RESOLUTION The road back Resurrection Return with elixir ☺ CONFLICT Ordinary World Call to adventure Refusal of the call Story 800 Characters AND Video storyboard 1 min OR Website 1 page Dramatize Share personal moments Connect everything together
RESOLUTION The road back Resurrection Return with elixir STRUGGLE Test, allies, ennemies Reward, Ordeal The belly of the whale VISION Meeting the mentor Crossing the threshold CONFLICT Ordinary World Call to adventure Refusal of the call Why were you doing the same things at that time? Who were the gate keepers? How was the status quo when you started? How are you prepared somehow? Why was it acceptable for the market? How was the technology? What were the prevailing forces of this era? How would you describe this world? Who were the incumbents? What were the obstacles? Why was the leap of faith difficult? How frequent was the problem? How was it propagated? What were the actual pain points? Who was still enforcing the status quo? Why some customers keep the blindfolds? What were the first symptoms? What was the shocking revelation? The Storyboard 1/4 Where did they came from? What was their business model?
CONFLICT Ordinary World Call to adventure Refusal of the call RESOLUTION The road back Resurrection Return with elixir STRUGGLE Test, allies, ennemies Reward, Ordeal The belly of the whale The Storyboard 2/4 VISION Meeting the mentor Crossing the threshold What was your incentive? How were your difficulties broadcasted? What did you discover that unlocked the problem? How did you had to move ahead anyway? What made it a personal problem in the end? What part of your past history finally helped tremendously? How was the specific day where it all started? What was the symbolic act that you did to cut the bridge to the past? How did you network reacted? Your family? Who answered the call in an unexpected way? Why did it felt so right? What is the symbol that you keep from this day? What is the heirloom that you keep from before this day? What was the big event in the news this day? What was your « ahah » moment? Who were the few people that did get it at this time? What was the first thing that you lost?
VISION Meeting the mentor Crossing the threshold CONFLICT Ordinary World Call to adventure Refusal of the call RESOLUTION The road back Resurrection Return with elixir The Storyboard 3/4 STRUGGLE Test, allies, ennemies Reward, Ordeal The belly of the whale What were the first difficulties you met? What were people were saying when they were mocking you? What did you manage to do right away? What was their specific role? Who was part of the first team you build around you? How did they start to fight you? What was your way of defending yourself? How much time did you loose? Did you lost customers other these fights? What was the lowest point of the adventure? How desperate were you? What nearly decided you to stop everything? What was the worst symptom? Why did the last of your supports eventually failed you? Who were the toughest opponents? Why did they thought your success unlikely? Who else came on board after the first successes? Who got irritated by these successes? What kind of confusion did it generate on the market?
VISION Meeting the mentor Crossing the threshold CONFLICT Ordinary World Call to adventure Refusal of the call STRUGGLE Test, allies, ennemies Reward, Ordeal The belly of the whale The Storyboard 4/4 RESOLUTION The road back Resurrection Return with elixir ☺ How did you realized you were saved? Who were the first to understand you made it? Eventually what saved you? How did it started to take off? What are the things still irritating you? How has the world changed now? What did people started to say about you? How did you broadcast it? How did you had to adjust your life ? What was the symbol of the success? What kind of unexpected and « fun » difficulties did you met then? All in all, what did work best that you didn’t see coming? What are the little things about success that are the most important to you? What are you old competitors doing now? How would you do it differently now? What are the things you had to let go? What is the symbol of your past that you still look upon sometimes?
« I paint things not as they look, but as I see them » Pablo PICASSO

More Related Content

PPT
Leading Change
byAdam Walz
 
PDF
Innovate. Or. Die.
byBeOne
 
PDF
Behind The Startup
byDoug Henderson
 
PDF
CEE2016_ProgramBook
byMaria Isidro
 
PDF
How to prepare for corporate incubation end of party
byINNOVATION COPILOTS
 
PDF
La jeune pousse nouvelle culture d’entreprise - Libération
byINNOVATION COPILOTS
 
PDF
Should Mentors of Entrepreneurs be Trained or their Experience is Enough?
byINNOVATION COPILOTS
 
PDF
Strategic Mentoring [White Paper]
byINNOVATION COPILOTS
 
Leading Change
byAdam Walz
 
Innovate. Or. Die.
byBeOne
 
Behind The Startup
byDoug Henderson
 
CEE2016_ProgramBook
byMaria Isidro
 
How to prepare for corporate incubation end of party
byINNOVATION COPILOTS
 
La jeune pousse nouvelle culture d’entreprise - Libération
byINNOVATION COPILOTS
 
Should Mentors of Entrepreneurs be Trained or their Experience is Enough?
byINNOVATION COPILOTS
 
Strategic Mentoring [White Paper]
byINNOVATION COPILOTS
 

Viewers also liked

PDF
Should entrepreneurial mentors be trained or is experience enough?
byINNOVATION COPILOTS
 
PPTX
When Corporate Meet Startups - 3 Key Mistakes
byINNOVATION COPILOTS
 
PDF
Mechanics of Emotions
byINNOVATION COPILOTS
 
PDF
Business Models of Digital Markets
byINNOVATION COPILOTS
 
PDF
Manuel d'Oslo 2005
byINNOVATION COPILOTS
 
PPSX
Soft power co portfolio sh
byDMOZ
 
PPTX
Flamingo Singapore - Soft Power and Women in SEA
byFlamingoSingapore
 
PDF
The soft power of the artmarket - a new East European fresh look at the art s...
byOana Nasui
 
PDF
Lift14 - Death Awaits You ALL - Open Session - Merkapt
byINNOVATION COPILOTS
 
PDF
Mentoring intrapreneurs keynote 2013
byINNOVATION COPILOTS
 
PPT
Soft Power
byPtqk
 
PDF
The Rhetorical Dimension Of Soft Power
bymkwalker
 
PPT
The power of Soft Law
byLuca Amorello
 
PPTX
Short History of U.S. Public Diplomacy
byU.S Embassy in Belgrade (Serbia) / U.S. Department of State
 
PDF
Soft Power Training - Indra Adnan
byindraadnan
 
PDF
SOFT POWER: INFLUENCING PEOPLE WITH INTEGRITY IN NETWORKS & MATRIX ORGS
bySwitch On | Thrive Your Future
 
PDF
Storytelling: Science and Strategy - YMCA CMO CDO 2016 Conference
byBrady Josephson
 
PDF
Return on story
byBDC
 
PDF
Content strategy and storytelling
byMartin Schobert
 
PPTX
Leveraging Technology To Tell Better Stories, Digiday Publishing Summit, Sept...
byDigiday
 
Should entrepreneurial mentors be trained or is experience enough?
byINNOVATION COPILOTS
 
When Corporate Meet Startups - 3 Key Mistakes
byINNOVATION COPILOTS
 
Mechanics of Emotions
byINNOVATION COPILOTS
 
Business Models of Digital Markets
byINNOVATION COPILOTS
 
Manuel d'Oslo 2005
byINNOVATION COPILOTS
 
Soft power co portfolio sh
byDMOZ
 
Flamingo Singapore - Soft Power and Women in SEA
byFlamingoSingapore
 
The soft power of the artmarket - a new East European fresh look at the art s...
byOana Nasui
 
Lift14 - Death Awaits You ALL - Open Session - Merkapt
byINNOVATION COPILOTS
 
Mentoring intrapreneurs keynote 2013
byINNOVATION COPILOTS
 
Soft Power
byPtqk
 
The Rhetorical Dimension Of Soft Power
bymkwalker
 
The power of Soft Law
byLuca Amorello
 
Short History of U.S. Public Diplomacy
byU.S Embassy in Belgrade (Serbia) / U.S. Department of State
 
Soft Power Training - Indra Adnan
byindraadnan
 
SOFT POWER: INFLUENCING PEOPLE WITH INTEGRITY IN NETWORKS & MATRIX ORGS
bySwitch On | Thrive Your Future
 
Storytelling: Science and Strategy - YMCA CMO CDO 2016 Conference
byBrady Josephson
 
Return on story
byBDC
 
Content strategy and storytelling
byMartin Schobert
 
Leveraging Technology To Tell Better Stories, Digiday Publishing Summit, Sept...
byDigiday
 

Similar to Business Storytelling and Soft Power

PPTX
Seize Your Story! - The Startup Secrets of STORYtelling
byMichael Skok
 
PDF
The Storyteller's Secret: 3 Keys to Mastering Storytelling to Win Hearts and ...
byCarmine Gallo
 
PDF
How to tell a great story hbr
byThanh Nien Ng
 
PPTX
Stories for change
byIRC
 
PDF
The Journey of Belief - Storytelling for Sales
byLouis Richardson
 
PPT
The Power of StoryTelling in Business and Social Media
byGKIC London
 
PDF
How to Tell an Innovation Story
byDavid Woodward
 
PPTX
The Art of Effective Storytelling
byMichele Miller
 
PPT
The Power of Storytelling: Making Brands Come to Life
byStanford Graduate School of Business
 
PDF
Build Your Toolbox of Stories, Analogies, and Examples - DI - Pro - 15
byBrian Greenvalley
 
PPT
John Horn Cannexus 2010 Storytelling Your Career
byJohn Horn
 
PPTX
Telling Your Story to Motivate Donors and Advocates for Your Cause
byRachel Kubicki
 
PDF
Emotional Impact Through Storytelling
byJakob Kahlen
 
PDF
Business Storytelling & Social Media Workshops March 2011
bySouth Scotland Innovation Network
 
PPTX
Rediscovering Your Story: An adventure into a new world of possibilities
byMark Sherman
 
PPT
Practical Storytelling Overview
bydrvillari
 
PDF
Storytelling for Leaders
bySwitch On | Thrive Your Future
 
PPT
Building professional narratives
bymeetasengupta
 
PDF
An introduction to storytelling for entrepreneurs - Loud Story Startup League #1
byLoudStory
 
PDF
NICE Initiative Whitepaper 2 -Reflections on Storytelling by Penina Rybak
byPenina Rybak
 
Seize Your Story! - The Startup Secrets of STORYtelling
byMichael Skok
 
The Storyteller's Secret: 3 Keys to Mastering Storytelling to Win Hearts and ...
byCarmine Gallo
 
How to tell a great story hbr
byThanh Nien Ng
 
Stories for change
byIRC
 
The Journey of Belief - Storytelling for Sales
byLouis Richardson
 
The Power of StoryTelling in Business and Social Media
byGKIC London
 
How to Tell an Innovation Story
byDavid Woodward
 
The Art of Effective Storytelling
byMichele Miller
 
The Power of Storytelling: Making Brands Come to Life
byStanford Graduate School of Business
 
Build Your Toolbox of Stories, Analogies, and Examples - DI - Pro - 15
byBrian Greenvalley
 
John Horn Cannexus 2010 Storytelling Your Career
byJohn Horn
 
Telling Your Story to Motivate Donors and Advocates for Your Cause
byRachel Kubicki
 
Emotional Impact Through Storytelling
byJakob Kahlen
 
Business Storytelling & Social Media Workshops March 2011
bySouth Scotland Innovation Network
 
Rediscovering Your Story: An adventure into a new world of possibilities
byMark Sherman
 
Practical Storytelling Overview
bydrvillari
 
Storytelling for Leaders
bySwitch On | Thrive Your Future
 
Building professional narratives
bymeetasengupta
 
An introduction to storytelling for entrepreneurs - Loud Story Startup League #1
byLoudStory
 
NICE Initiative Whitepaper 2 -Reflections on Storytelling by Penina Rybak
byPenina Rybak
 

More from INNOVATION COPILOTS

PDF
Identifying and spurring high growth entrepreneurship: Experimental evidence ...
byINNOVATION COPILOTS
 
PDF
Pas de risques ? Pas de startup !
byINNOVATION COPILOTS
 
PPTX
2018 IRU World Congress - Business Models Panel
byINNOVATION COPILOTS
 
PDF
The 10,000 people startup
byINNOVATION COPILOTS
 
PDF
Trading Risks - Innovation Copilots
byINNOVATION COPILOTS
 
PDF
Fab Mob livre 2017
byINNOVATION COPILOTS
 
PDF
Keynote "Les effets de bord de l'innovation" - merkapt 2016
byINNOVATION COPILOTS
 
PDF
Merkapt - Keynote LETI Days- Trading risk with startups
byINNOVATION COPILOTS
 
PDF
From Manager to Entrepreneur
byINNOVATION COPILOTS
 
PDF
Le hold-up numérique
byINNOVATION COPILOTS
 
PDF
TEDx Toulon Emotions at Work
byINNOVATION COPILOTS
 
PDF
Mentoring intrapreneur workshop 2013
byINNOVATION COPILOTS
 
PDF
Intrapreneurship Conference Barcelona 2013 - Workshop - Philippe Méda
byINNOVATION COPILOTS
 
PDF
Intrapreneurship Conference Barcelona 2013 - Keynote - Philippe Méda
byINNOVATION COPILOTS
 
PDF
De old school, à pure player : remixer son business model
byINNOVATION COPILOTS
 
PDF
White paper on entrepreneurial mentoring
byINNOVATION COPILOTS
 
PDF
Marketing Numérique - Digital Marketing
byINNOVATION COPILOTS
 
PDF
EPWN Marseille-Provence Mentoring programme
byINNOVATION COPILOTS
 
PDF
White paper mentorat entrepreneurial
byINNOVATION COPILOTS
 
Identifying and spurring high growth entrepreneurship: Experimental evidence ...
byINNOVATION COPILOTS
 
Pas de risques ? Pas de startup !
byINNOVATION COPILOTS
 
2018 IRU World Congress - Business Models Panel
byINNOVATION COPILOTS
 
The 10,000 people startup
byINNOVATION COPILOTS
 
Trading Risks - Innovation Copilots
byINNOVATION COPILOTS
 
Fab Mob livre 2017
byINNOVATION COPILOTS
 
Keynote "Les effets de bord de l'innovation" - merkapt 2016
byINNOVATION COPILOTS
 
Merkapt - Keynote LETI Days- Trading risk with startups
byINNOVATION COPILOTS
 
From Manager to Entrepreneur
byINNOVATION COPILOTS
 
Le hold-up numérique
byINNOVATION COPILOTS
 
TEDx Toulon Emotions at Work
byINNOVATION COPILOTS
 
Mentoring intrapreneur workshop 2013
byINNOVATION COPILOTS
 
Intrapreneurship Conference Barcelona 2013 - Workshop - Philippe Méda
byINNOVATION COPILOTS
 
Intrapreneurship Conference Barcelona 2013 - Keynote - Philippe Méda
byINNOVATION COPILOTS
 
De old school, à pure player : remixer son business model
byINNOVATION COPILOTS
 
White paper on entrepreneurial mentoring
byINNOVATION COPILOTS
 
Marketing Numérique - Digital Marketing
byINNOVATION COPILOTS
 
EPWN Marseille-Provence Mentoring programme
byINNOVATION COPILOTS
 
White paper mentorat entrepreneurial
byINNOVATION COPILOTS
 

Recently uploaded

PDF
Where to Buy LinkedIn Accounts_ [12 Best Site.pdf
bykeb2bq5cegc6m2xa32ay
 
PDF
Top 10 Websites to Buy Facebook Accounts Tone.pdf
byidc1w3adizw383go
 
PDF
How to Buy Instagram accounts for professional brand ....pdf
bykeb2bq5cegc6m2xa32ay
 
PDF
Buy Twitter Accounts and Platforms account in 2026.,..pdf
byh3lfp4332e3gctbnm22w
 
PDF
ASD SCO Introduction December 2025 (1).pdf
byHenry Tapper
 
PDF
ActARion - The Future of Work with AI and Augmented Reality
byOrtwin Verreck
 
PDF
Finovate report on the outlook for Fintechin 2026
byChris Skinner
 
PDF
How to Master Any Skill for Free with AI: The 4-Step Roadmap to $1,000/Month
byAeafat Ahmed Mubin
 
PDF
How to Buy Twitter Accounts in 2026 .pdf
bywc0fr9qf43i5qo5kn3
 
PDF
J Hamilton - Pensions Playpen 16.12.2025 (1).pdf
byHenry Tapper
 
PDF
LinkedIn Accounts in 2025_ Social Commerce, Trust Signals.pdf
bykeb2bq5cegc6m2xa32ay
 
PPTX
CMMI Consulting & Implementation Services.pptx
bySunil Yadav
 
PDF
Buy Verified PayPal Accounts Search Intent Analysis for 2025–26.pdf
byUsaservicepoint
 
PDF
How to Buy Snapchat accounts for professional brand ....pdf
bykeb2bq5cegc6m2xa32ay
 
PDF
Equinox Gold - Corporate Presentation.pdf
byEquinox Gold Corp.
 
PDF
The safety revolution - Origins of workplace health and safety
byBarry Naismith
 
PDF
automatic-enrolment-review-2017-maintaining-the-momentum.PDF
byHenry Tapper
 
PDF
Juniper Research's Top 10 Trends for Fintech in 2026
byChris Skinner
 
PDF
Buy Twitter Accounts — An Educational Overview.pdf
byh3lfp4332e3gctbnm22w
 
PDF
How to Buy USA Facebook Accounts in 2026 (1).pdf
bywc0fr9qf43i5qo5kn3
 
Where to Buy LinkedIn Accounts_ [12 Best Site.pdf
bykeb2bq5cegc6m2xa32ay
 
Top 10 Websites to Buy Facebook Accounts Tone.pdf
byidc1w3adizw383go
 
How to Buy Instagram accounts for professional brand ....pdf
bykeb2bq5cegc6m2xa32ay
 
Buy Twitter Accounts and Platforms account in 2026.,..pdf
byh3lfp4332e3gctbnm22w
 
ASD SCO Introduction December 2025 (1).pdf
byHenry Tapper
 
ActARion - The Future of Work with AI and Augmented Reality
byOrtwin Verreck
 
Finovate report on the outlook for Fintechin 2026
byChris Skinner
 
How to Master Any Skill for Free with AI: The 4-Step Roadmap to $1,000/Month
byAeafat Ahmed Mubin
 
How to Buy Twitter Accounts in 2026 .pdf
bywc0fr9qf43i5qo5kn3
 
J Hamilton - Pensions Playpen 16.12.2025 (1).pdf
byHenry Tapper
 
LinkedIn Accounts in 2025_ Social Commerce, Trust Signals.pdf
bykeb2bq5cegc6m2xa32ay
 
CMMI Consulting & Implementation Services.pptx
bySunil Yadav
 
Buy Verified PayPal Accounts Search Intent Analysis for 2025–26.pdf
byUsaservicepoint
 
How to Buy Snapchat accounts for professional brand ....pdf
bykeb2bq5cegc6m2xa32ay
 
Equinox Gold - Corporate Presentation.pdf
byEquinox Gold Corp.
 
The safety revolution - Origins of workplace health and safety
byBarry Naismith
 
automatic-enrolment-review-2017-maintaining-the-momentum.PDF
byHenry Tapper
 
Juniper Research's Top 10 Trends for Fintech in 2026
byChris Skinner
 
Buy Twitter Accounts — An Educational Overview.pdf
byh3lfp4332e3gctbnm22w
 
How to Buy USA Facebook Accounts in 2026 (1).pdf
bywc0fr9qf43i5qo5kn3
 

Business Storytelling and Soft Power

  • 1.
    STORYTELLING Business Storytelling & SoftPower Development. Philippe Méda @merkapt
  • 2.
    Course Perspective More thanoften, business education tends to consider business ventures as complex mechanisms that can eventually be deconstructed and rebuilt to match a specific purpose. This mechanistic view comes short at many levels. It’s for example quite obvious to see that it’s not that often that the best designed, or well thought business ideas, eventually pull through and become successful ventures. One of the key skills of successful entrepreneurs is very symptomatic: they are tremendously persuasive, and manage to create a solid, long-term commitment to their business vision. Leaders such as Steve Jobs, or Richard Branson, have been well known for projecting a œreality distortion field’ around them: a way of communicating their ideas, that would eventually bend the most unapologetic competitor to their perspective. If their personal charisma plays an obvious part in their way of communicating, it cannot be reduced to that only. Most of them would spend weeks, if not months, preparing a one- hour communication or demo. Nowadays, entrepreneurs need even more to be ultra persuasive so as to leverage any interest in their market, secure funding, and most importantly hire talented people. This course will explain the key elements and techniques of oral and written communication, in the perspective of creating a new venture as an entrepreneur ẃ in a for- profit or non-profit perspective, or a new business unit as an intrapreneur in a large corporation. Business Pitch & Communication
  • 3.
    "To me marketingis about values. This is a very complicated world, it's a very noisy world, and we're not going to get a chance to get people to remember very much about us, no company is. So we have to be very clear about what we want them to know about us." Steve JOBS, Think Different campaign Telling Your Story
  • 4.
    Why Do WeNeed Stories? KEYNOTE Investor’s PITCH Business Plan Shareholder’s Report HARD FACTS Reason Facts Projections Accounts Specifications Metrics
  • 5.
    STORY 1 min PITCH TEDTalk Video Teaser SOFT SKILLS Emotions Vision Values Instinct Feelings Empathy KEYNOTE Investor’s PITCH Business Plan Shareholder’s Report HARD FACTS Reason Facts Projections Accounts Specifications Metrics Why Do We Need Stories?
  • 6.
    Most people carethe most about the things that touch, move, and inspire them. They make decisions based on emotion, and then look for the facts that support these decisions. Thus it behooves every entrepreneur to learn how to craft stories from their personal experience and the world at large that make an emotional connection, as well as tie in the facts. Mark EVANS, Forbes Why Do We Need Stories?
  • 7.
    Is Your HearthRacing Faster?
  • 8.
    Is Your HearthRacing Faster?
  • 9.
    Your Reptilian Brain seconds Fleeor Fight? Friend or Foe? Empathy? 2
  • 10.
  • 11.
    Mirror Neurons Observation ofan action, automatically triggers simulation of that action in the brain.
  • 12.
  • 13.
    The Power ofStories
  • 14.
    The Power ofStories
  • 17.
    The Power ofStories
  • 18.
    The Power ofStories
  • 19.
    « Hello, I'm aMac » - 2006-2009 Apple Campaign The Power of Stories
  • 20.
  • 21.
    Building a Meme Ameme (/ˈmiːm/ meem) is an idea, behavior, or style that spreads from person to person within a culture. The word meme is a shortening (modeled on gene) of mimeme (from Ancient Greek μίμημα Greek pronunciation: [míːmɛːma] mīmēma, "imitated thing", from μιμεῖσθαι mimeisthai, "to imitate", from μῖμος mimos "mime") and it was coined by the British evolutionary biologist Richard Dawkins in The Selfish Gene (1976) as a concept for discussion of evolutionary principles in explaining the spread of ideas and cultural phenomena.
  • 22.
    Seeking compensation fora client who had lost both arms in an accident, Moe Levine surprised the court and jury, who were accustomed to long closing arguments, by painting a brief and emotionally devastating picture instead: As you know, about an hour ago we broke for lunch. I saw the bailiff come and take you all as a group to have lunch in the jury room. Then I saw the defense attorney, Mr. Horowitz. He and his client decided to go to lunch together. The judge and court clerk went to lunch. So, I turned to my client, Harold, and said « Why don’t you and I go to lunch together? » We went across the street to that little restaurant and had lunch. (Significant pause.) Ladies and gentlemen, I just had lunch with my client. He has no arms. He has to eat like a dog. Thank you very much. Levine reportedly won one of the largest settlements in the history of the state of New York. The Power of Stories
  • 23.
    « The Force » -2011 Volkswagen Commercial The Power of Stories
  • 24.
    Louis CK, Stand-upComedian The Power of Stories
  • 25.
    Everything is aRemix Kirby Ferguson
  • 26.
  • 27.
    The Hero witha Thousand Faces
  • 28.
    The Hero’s Journey Ordinaryworld The problem is hidden 1
  • 29.
    The Hero’s Journey Ordinaryworld The problem is hidden 1 2 3 Call to adventure The problem manifests itself abruptly Refusal of the call Change is deemed to risky
  • 30.
    The Hero’s Journey Ordinaryworld The problem is hidden Meeting the mentor A key element is unlocked and points a way out 1 2 3 4 5 6 Call to adventure The problem manifests itself abruptly Refusal of the call Change is deemed to risky Crossing the threshold Innovation is acted Test, allies, ennemies Experiments are initiated ORDINARY World Core Market SPECIAL World Early Market
  • 31.
    The Hero’s Journey Reward Innovationstarts to work and pay off Ordinary world The problem is hidden Meeting the mentor A key element is unlocked and points a way out 1 2 3 4 5 68 7 9 Call to adventure The problem manifests itself abruptly Refusal of the call Change is deemed to risky Crossing the threshold Innovation is acted Test, allies, ennemies Experiments are initiated The belly of the whale Innovation is started in the « garage » Ordeal Opponents helding the status quo are confronted ORDINARY World Core Market SPECIAL World Early Market
  • 32.
    The Hero’s Journey Reward Innovationstarts to work and pay off Ordinary world The problem is hidden Meeting the mentor A key element is unlocked and points a way out The road back The core market is targeted 1 2 3 4 5 6 12 11 10 8 7 9 Call to adventure The problem manifests itself abruptly Refusal of the call Change is deemed to risky Crossing the threshold Innovation is acted Test, allies, ennemies Experiments are initiated The belly of the whale Innovation is started in the « garage » Ordeal Opponents helding the status quo are confronted Return with elixir The innovation goes mainstream Resurrection The final resistance is met and overcome ORDINARY World Core Market SPECIAL World Early Market
  • 33.
    The Hero’s Journey Ordinaryworld The problem is hidden Meeting the mentor A key element is unlocked and points a way out 1 2 3 4 5 6 Call to adventure The problem manifests itself abruptly Refusal of the call Change is deemed to risky Crossing the threshold Innovation is acted Test, allies, ennemies Experiments are initiated 1 2 3 4 5 6
  • 34.
    The Hero’s Journey Reward Innovationstarts to work and pay off The road back The core market is targeted 12 11 10 8 7 9 The belly of the whale Innovation is started in the « garage » Ordeal Opponents helding the status quo are confronted Return with elixir The innovation goes mainstream Resurrection The final resistance is met and overcome 9 8 7 12 11 10
  • 35.
    You admire ahero, for not being a hero Ordinary world The problem is hidden 1 2 3 Call to adventure The problem manifests itself abruptly Refusal of the call Change is deemed to risky
  • 36.
    Unfavorable odds canbe beaten with the right nudge Meeting the mentor A key element is unlocked and points a way out 4 5 6 Crossing the threshold Innovation is acted Test, allies, ennemies Experiments are initiated
  • 37.
    We all wantto believe that at the bottom of the pit there’s hope… Reward Innovation starts to work and pay off 8 7 9 The belly of the whale Innovation is started in the « garage » Ordeal Opponents helding the status quo are confronted
  • 38.
    What really mattersis the change inside… The road back The core market is targeted 12 11 10 Return with elixir The innovation goes mainstream Resurrection The final resistance is met and overcome
  • 39.
  • 40.
  • 42.
    Bill HEWLETT &Dave PACKARD, 1939
  • 43.
    Bill HEWLETT &Dave PACKARD, 1939
  • 44.
    Bill HEWLETT &Dave PACKARD, 1939
  • 45.
  • 46.
  • 47.
  • 48.
  • 49.
  • 50.
  • 51.
  • 52.
    How Starbucks FoughtFor Its Life without Losing Its Soul In 2008, Howard Schultz, the president and chairman of Starbucks, made the unprecedented decision to return as the CEO eight years after he stepped down from daily oversight of the company and became chairman. Concerned that Starbucks had lost its way, Schultz was determined to help it return to its core values and restore not only its financial health, but also its soul. In Onward, he shares the remarkable story of his return and the company's ongoing transformation under his leadership, revealing how, during one of the most tumultuous economic times in history, Starbucks again achieved profitability and sustainability without sacrificing humanity. Business is a Story
  • 53.
    Hans Rosling TEDTalk, 2006 Seeing the Story Through the Data
  • 54.
  • 55.
  • 56.
  • 57.
    Storytelling and Pitch 1.Problem 2. Solution 3. Business model 4. Your magic 5. Sales and marketing 6. Competition 7. Team 8. Milestones 9. Status and calendar 10. Call to action = STORY FACTS
  • 58.
    1. Problem 2. Solution 3.Business model 4. Your magic 5. Sales and marketing 6. Competition 7. Team 8. Milestones 9. Status and calendar 10. Call to action Storytelling and Pitch Ordinary world The problem is hidden 1 2 3 Call to adventure The problem manifests itself abruptly Refusal of the call Change is deemed to risky
  • 59.
    1. Problem 2. Solution 3.Business model 4. Your magic 5. Sales and marketing 6. Competition 7. Team 8. Milestones 9. Status and calendar 10. Call to action Storytelling and Pitch Ordinary world The problem is hidden Meeting the mentor A key element is unlocked and points a way out 1 2 3 4 5 6 Call to adventure The problem manifests itself abruptly Refusal of the call Change is deemed to risky Crossing the threshold Innovation is acted Test, allies, ennemies Experiments are initiated
  • 60.
    1. Problem 2. Solution 3.Business model 4. Your magic 5. Sales and marketing 6. Competition 7. Team 8. Milestones 9. Status and calendar 10. Call to action Storytelling and Pitch Reward Innovation starts to work and pay off Ordinary world The problem is hidden Meeting the mentor A key element is unlocked and points a way out 1 2 3 4 5 68 7 9 Call to adventure The problem manifests itself abruptly Refusal of the call Change is deemed to risky Crossing the threshold Innovation is acted Test, allies, ennemies Experiments are initiated The belly of the whale Innovation is started in the « garage » Ordeal Opponents helding the status quo are confronted
  • 61.
    1. Problem 2. Solution 3.Business model 4. Your magic 5. Sales and marketing 6. Competition 7. Team 8. Milestones 9. Status and calendar 10. Call to action Storytelling and Pitch Reward Innovation starts to work and pay off Ordinary world The problem is hidden Meeting the mentor A key element is unlocked and points a way out The road back The core market is targeted 1 2 3 4 5 6 12 11 10 8 7 9 Call to adventure The problem manifests itself abruptly Refusal of the call Change is deemed to risky Crossing the threshold Innovation is acted Test, allies, ennemies Experiments are initiated The belly of the whale Innovation is started in the « garage » Ordeal Opponents helding the status quo are confronted Return with elixir The innovation goes mainstream Resurrection The final resistance is met and overcome
  • 62.
  • 63.
    Case study: detectthe narrative Added Value Moving people The uber app connects you with a driver at a tap of a button Get it done Uberx make it easy and affordable to take care of your everyday Make it a night out Kick off your evening with no reservations Be the boss Take a meeting on your way to the meeting Arrive in style Show up ready for the occasion Go global Use uber wherever you land next
  • 64.
    READ www.theverge.com > Uberthe outlaw: a rogue startup fights the taxi power www.uber.com Case study: detect the narrative
  • 65.
    Case study: detectthe narrative 4. Meeting the mentor A key element is unlocked and point a way out
  • 66.
    4. Meeting thementor A key element is unlocked and point a way out 8. Ordeal Opponents helding the status quo are confronted http://www.theverge.com/2012/9/7/3300244/uber-taxi-new-york-travis-kalanick-rogue 6. Test, allies, ennemies Experiments are initiated
  • 67.
    Case study: detectthe narrative 10. The road back The core market is targeted
  • 68.
    Detect the narrative:show, don’t tell
  • 69.
    Detect the narrative:show, don’t tell
  • 70.
    Detect the narrative:show, don’t tell 2. Call to adventure The problem manifests itself abruptly
  • 71.
    Detect the narrative:show, don’t tell 4. Meeting the mentor A key element is unlocked and point a way out 2. Call to adventure The problem manifests itself abruptly
  • 72.
    Detect the narrative productplacement 5. Crossing the threshold Innovation is acted 12. Return with elixir The innovation goes mainstream
  • 73.
    List all the« Hooks » Michael Pollan on Sustainable food
  • 74.
  • 75.
  • 76.
    Superheroes They are iconiccharacters with extraordinary abilities to circumvent intellectual and, or physical limitations. CEO, CTO, CFO
  • 77.
    Reality distortion field Bendsreality to its vision Plans BIG Thinks long term Pushes forward Knows when to pivot Secondary powers: limited precognition / apotheosis Super-weakness: radioactive and burns out employees The CEO
  • 78.
    Psychokinesis Manipulates objects, atoms,with its mind Obsesses on « getting it right » Thinks short term Insulated from reality Extra-power : super-speed / mind-control resistance Super-weakness: autism The CTO Evan Williams, Twitter
  • 79.
    Chronokinesis Accelerates TTM Moves throughthe plan Thinks medium / long term Prepares the next step ahead Extra-power : creates resources from thin air / super-connector Super-weakness: won’t pivot The CFO
  • 80.
  • 81.
    The Storyboard VISION Meeting thementor Crossing the threshold STRUGGLE Test, allies, ennemies Reward, Ordeal The belly of the whale RESOLUTION The road back Resurrection Return with elixir ☺ CONFLICT Ordinary World Call to adventure Refusal of the call Story 800 Characters AND Video storyboard 1 min OR Website 1 page Dramatize Share personal moments Connect everything together
  • 82.
    RESOLUTION The road back Resurrection Returnwith elixir STRUGGLE Test, allies, ennemies Reward, Ordeal The belly of the whale VISION Meeting the mentor Crossing the threshold CONFLICT Ordinary World Call to adventure Refusal of the call Why were you doing the same things at that time? Who were the gate keepers? How was the status quo when you started? How are you prepared somehow? Why was it acceptable for the market? How was the technology? What were the prevailing forces of this era? How would you describe this world? Who were the incumbents? What were the obstacles? Why was the leap of faith difficult? How frequent was the problem? How was it propagated? What were the actual pain points? Who was still enforcing the status quo? Why some customers keep the blindfolds? What were the first symptoms? What was the shocking revelation? The Storyboard 1/4 Where did they came from? What was their business model?
  • 83.
    CONFLICT Ordinary World Call toadventure Refusal of the call RESOLUTION The road back Resurrection Return with elixir STRUGGLE Test, allies, ennemies Reward, Ordeal The belly of the whale The Storyboard 2/4 VISION Meeting the mentor Crossing the threshold What was your incentive? How were your difficulties broadcasted? What did you discover that unlocked the problem? How did you had to move ahead anyway? What made it a personal problem in the end? What part of your past history finally helped tremendously? How was the specific day where it all started? What was the symbolic act that you did to cut the bridge to the past? How did you network reacted? Your family? Who answered the call in an unexpected way? Why did it felt so right? What is the symbol that you keep from this day? What is the heirloom that you keep from before this day? What was the big event in the news this day? What was your « ahah » moment? Who were the few people that did get it at this time? What was the first thing that you lost?
  • 84.
    VISION Meeting the mentor Crossingthe threshold CONFLICT Ordinary World Call to adventure Refusal of the call RESOLUTION The road back Resurrection Return with elixir The Storyboard 3/4 STRUGGLE Test, allies, ennemies Reward, Ordeal The belly of the whale What were the first difficulties you met? What were people were saying when they were mocking you? What did you manage to do right away? What was their specific role? Who was part of the first team you build around you? How did they start to fight you? What was your way of defending yourself? How much time did you loose? Did you lost customers other these fights? What was the lowest point of the adventure? How desperate were you? What nearly decided you to stop everything? What was the worst symptom? Why did the last of your supports eventually failed you? Who were the toughest opponents? Why did they thought your success unlikely? Who else came on board after the first successes? Who got irritated by these successes? What kind of confusion did it generate on the market?
  • 85.
    VISION Meeting the mentor Crossingthe threshold CONFLICT Ordinary World Call to adventure Refusal of the call STRUGGLE Test, allies, ennemies Reward, Ordeal The belly of the whale The Storyboard 4/4 RESOLUTION The road back Resurrection Return with elixir ☺ How did you realized you were saved? Who were the first to understand you made it? Eventually what saved you? How did it started to take off? What are the things still irritating you? How has the world changed now? What did people started to say about you? How did you broadcast it? How did you had to adjust your life ? What was the symbol of the success? What kind of unexpected and « fun » difficulties did you met then? All in all, what did work best that you didn’t see coming? What are the little things about success that are the most important to you? What are you old competitors doing now? How would you do it differently now? What are the things you had to let go? What is the symbol of your past that you still look upon sometimes?
  • 86.
    « I paint thingsnot as they look, but as I see them » Pablo PICASSO