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The authors advocate making storytelling an integral tool of corporate strategy. Stories create the experience that lets strategy be understood at a personal level. In order to be effective, strategy must not just inform, it must. And people are never inspired by reason alone.

A case study of the development and presentation of a strategic story – one designed to describe the future of San Juan Regional. It became known as “The Raiders of the Lost Art.”

According the CEO of San Juan Regional: “We learned a whole new way for management and employees to work together to make dramatic new things happen. So we have committed to this type of storytelling and feedback to be done every 18 months.”

Research on the success of companies implementing strategic change using the storytelling tool vs. those that rely on an analytical presentation would be valuable.

If you want your change message to actually take hold – if you want it to transform how things are done in your world – then weave your message about the new strategy into a compelling and memorable story.

When more leaders immerse their employees in compelling and inspirational strategy stories, more companies will achieve their change goals.

Many innovative companies are experimenting with a strategy of mass customization—the low‐cost production of high variety, even individually customized goods and services. Based on his experiences at IBM and research into mass customization conducted at MIT and at the IBM Consulting Group, the author has identified five basic methods for mass customizing products and services.

“Beyond the world of goods and services lies the world of experiences and transformations—distinct economic offerings with implications for the strategic fortunes of giant corporations and entrepreneurial start‐ups alike.”

The author offers a five-step “ERY method’ that expands the thinking around the core idea of a business” basic function and ideally translates it into an experience that is new and unique in the world.

Illustrates how experience designers use creative ideation as an effective method to help understand how to elevate an offering transaction to memorable customer experience.

The challenge for business is to avoid commoditization by producing engaging experiences that differentiate their offerings of services and goods.

Experience design has become a key skill for executives now that the competitive advantage and the economic value experiences create has become a critical success factor for corporations in many markets. This approach to ideation of experience design is unique.

In this summary of the key speakers at the Strategic Leadership Forum's 1999 Conference, the author poses answers to a number of questions:What does the year 2000 mean for business enterprises? Is it a turning point in any sense beyond a calendar? What are the key uncertainties facing business leaders at this historical juncture? What are the central issues for business strategy that arise from these uncertainties? And what concepts and tools can help companies manage the transition to a new era?

An experience marketing case: Land Rover Ltd. transformed the test drive into a personal learning and loyalty experience for their customers and potential customer “Guests” at a global network of Land Rover Experience Centres.

The Land Rover Experience platform, in the marketing role it has today, started to take shape in the late 1990s when the author and his associates began to craft it into a viable business strategy. As a case study, it offers executives a how-to guide to “marketing experiences.”

Land Rover enthusiasts and owners consider themselves Land Rover people but many need off-road training to familiarize themselves with all the car’s features used in rough terrain driving.

Two decades after pioneering the program, when the author retired in 2019, there were over 65 experience operations in place with more than one million Guests a year actively participating in Jaguar and Land Rover experience programs around the world.

The question for corporate executives should not be “How do we build Guest experiences into our marketing plan?” In many businesses the question needs to be “How do we build our marketing plan around rich and memorable Guest experiences?”