Your Company Is Telling Too Many Stories. Here’s How to Fix It.
A practical system for preserving clarity, alignment, and coherence at scale
The Problem Hiding Behind All That Content
A few years ago, I was part of an in-house product and content marketing team at a large consulting organization during a period of constant change.
Leadership priorities were evolving. New offerings kept appearing. Campaigns were launching quickly. AI tools were making it easier for nearly anyone to draft, adapt, and distribute content.
From the outside, the organization probably looked highly productive.
Inside, shared understanding was beginning to break down.
The meeting that made the problem visible
During a Sales enablement presentation for a new solution, I heard a market story that bore little resemblance to the one Marketing had spent weeks developing.
Marketing had already worked with executives and subject-matter experts to establish the positioning. Campaign planning and content development were underway.
Then Sales presented a different primary differentiator, a different value proposition, and a different explanation of why the offering mattered.
Neither team was careless. Both were responding to real pressures and legitimate goals.
Marketing was shaping an audience-facing story. Sales was preparing for buyer conversations. Those perspectives should differ.
But the underlying meaning had changed.
The company was preparing to take two conflicting stories into the market.