Corporate communication as narrative direction, not as content production: a way of thinking that safeguards the coherence of the story over time and turns work, processes and people into a lasting asset.
I don't offer you a supply of content, but rather a narrative direction, faithful to your intent and built to last. My proposal is not that of someone who executes projects on request, but rather that of an external narrative director: someone who enters an organization and safeguards the coherence of its communication, from strategy to the coordination of the supply chain and teams.
The method presents itself as a principle, not as a catalogue of techniques: narrative responsibility, truth and long-term sustainability. This principle rests on the coexistence of several approaches, from the documentary method to the Cammino dell'Antieroe. In my view consulting is, first of all, a way of thinking about storytelling.
A close look at the current state of your communication, across the whole system or a single project. I listen to the context, interpret what lies beneath the story that needs telling, and give back analysis and direction. It is the first step.
After the diagnosis, the work takes shape. The story is set upstream and its coherence is safeguarded all the way to distribution, directing those who execute or producing it first-hand. What matters is that the project truly tells your reality and that it keeps doing so over time.
When the company tells who it is, not what it sells: projects with a civic and cultural dimension, where communication leaves the product behind and takes on value. A story approached and offered with respect for people and facts, far from being a cold image-building tool.
The relationship can extend to all the communication needs of the company, in the form of a direction that stays, reports to leadership, coordinates the supply chain and teams, and oversees every project.
We enter the company, listen to its people, observe its fabric, gather the existing materials. We look before we judge: communication is not designed from the outside, but rather from within what the company truly is.
We analyze what is there in the light of the story: what the company says about itself, how it says it, where there is coherence and where a fracture. This is where the distance emerges between what the company is and what it manages to communicate.
We report what we have seen, in person and in a document: the diagnosis, the direction proposed, the next steps. No prepackaged recipes: a reasoned direction that always explains the why behind each choice.
Even a few lines. I need to understand where your company stands and what you feel is not working.
Thirty, forty minutes to read the context and the need. No commitment and no pitch.
If it makes sense, we start by reading: the current state of the communication, with diagnosis and direction.
From diagnosis to project, from project to oversight. One step at a time, as far as it is needed.
Let's talk about the state of your company's story, about what it wants to say and what it manages to bring out. From there we will see whether there is a path to take together.
The projects and sites of Giorgio Sitta.