Power isn't in controlling the narrative anymore — it's in making the narrative real
Consider the theater of this moment: Airline executives squirm [https://thepointsguy.com/news/airlines-hearing-congress-ancillary-fees/] before Congress, trying to explain how they racked up $12.4 billion in seat fees while insisting they create a "fair and equitable setup” for their customers. The gap between story and reality becomes almost comedic in real time. "Nobody enjoys flying in your airlines," one senator finally erupts. "It's a terrible experience."
I've been thinking about this while homeschooling my kid — we came across something so obvious that somehow still shocked me. In the graphic novel version of Sapiens [https://www.ynharari.com/book/graphicnovelsapiens/], Yuval Noah Harari states plainly what I'd missed in all my years of branding work: corporations are just stories we tell to create cooperation. I'd never quite seen it that way. And now we're watching these stories lose their power to convince in real time.
The past week has shown us the cocoon cracking in remarkable ways:
* A government in France topples [https://www.npr.org/2024/12/05/nx-s1-5217601/france-germany-europe-politics]
* A presidential attempt at martial law [https://apnews.com/article/south-korea-yoon-martial-law-25a2a7c957e77a19f771b6b7c56a2173] that lasted barely six hours before dissolving in the face of public resistance
* Airline executives confronting the limits of extraction-based thinking
* A healthcare system facing its contradictions [https://brandstrategist.substack.com/p/when-your-brand-story-becomes-a-body]
These aren't just isolated incidents – they're symptoms of a fundamental breakdown in the stories institutions use to maintain power. Let's look at how these stories used to work, and why they're falling apart now.
Old stories are collapsing: For thousands of years, institutions have told stories about bringing value to society. What's fascinating in our pattern is that it's not just systems failing — it's their underlying narratives collapsing:
* Governments told us "we maintain order and progress" → Then South Korean lawmakers had to climb walls to enter parliament while soldiers pointed rifles at protesters, making the gap between protecting democracy and suppressing it impossible to ignore. In France, the government didn't just face political opposition — it faced a crisis of narrative legitimacy about who it actually serves.
* Airlines claimed "we connect the world" → Now executives can't explain their bag bounties without tying themselves in knots, exposing what happens when this story crashes into a "we'll charge you for breathing" reality.
* Health insurance companies promised "we protect people" → Until the gap between "protecting people" and "denying claims for profit" became so wide that their CEO saw their own “deny, defend, depose” motto turned against them.
When the gap between the story and reality becomes too wide, no amount of "storytelling" can bridge it. Traditional brand strategy often tries to craft better stories. But what we're seeing is that story crafting isn't enough when the underlying cooperation agreement is broken.
New power dynamic: Stories don't work just because they're well-told anymore. They work when they align with lived experience. Power isn't in controlling the narrative — it's in making the narrative real.
Here's what's fascinating — each of these failing stories represents a different way that human societies have tried to organize themselves:
* Governments tell stories about rules and order ("we maintain order and progress")
* Businesses tell stories about achievement and growth ("we connect the world")
* Service organizations tell stories about caring and community ("we protect people")
What's remarkable is that all these stories are falling apart at the same time. This isn't just random chance – it suggests something bigger is happening. People are starting to see connections between systems that used to seem separate. They're looking for ways to keep what works from each approach while fixing what doesn't.
We’re witnessing evolution: Every evolutionary leap looks like chaos from the ground. But zoom out, and you'll see something beautiful happening: We're moving from siloed, power-over systems to interconnected, power-with frameworks.
* When South Koreans instantly reject martial law, they're not just resisting authority — they're demonstrating evolved collective sensing of authentic versus inauthentic power
* When the French government dissolves and reforms, it's not collapse — it's systems learning to adapt
* When airline practices face public scrutiny, it's not just accountability — it's the market evolving beyond transactional relationships
* When healthcare systems face their contradictions, they're not just confronting profits — they're being called to evolve beyond extraction
And we're not even talking about stories taking years or months to lose power — we're talking hours. The collective capacity to sense and reject misaligned institutional narratives is developing at an unprecedented rate.
Your move: You've got three options:
* Keep telling stories that people increasingly don't believe
* Try to force cooperation through institutional power (good luck with that)
* Close the gap between who you say you are and what you actually do
That's it. Those are your choices. And based on what we're seeing, options 1 and 2 come with expiration dates.
In practical terms, we’ve got to stop trying to sell a better story and start focusing on making the story real.
* Audit your gap: What's the story you're telling? What's the reality people are experiencing? How wide is that gap?
* Face your contradictions: Where are you saying “we serve” but practicing “we extract”? What stories are you telling that you know aren't true? Or have you convinced yourself that they are?
* Close the gap: Not with better storytelling. Not with more sophisticated PR. But with fundamental realignment between story and lived experiences.
This shift doesn't mean throwing everything out and starting over. We still need some rules and structure. We still need growth and innovation. We still need care and community. But we're learning to combine these things in new ways.
We need institutions that can be both profitable and caring, both structured and flexible, both focused on individual success and the greater good.
The brands that will survive this evolutionary shift are those with the smallest gap between story and reality. That's where authentic power comes from in an age of collapsing narratives.
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