The more content AI helps us produce, the harder we have to work to make it meaningful. Yes AI makes it easier to create, adapt and share information at speed. That has obvious benefits. But it also means we are surrounded by more content competing for our attention. Some are calling this AI ‘slop’.
And organisations are looking for ways to distill the slop with discernment. Consider these market signals:
In the US, more than 70,000 job postings used the term “storyteller”, double the year to November 2025 (source LinkedIn)
In the UK, 343 permanent job adverts cited ‘storytelling’ in the six months to February 2026, up from 202 the year before.
That makes me wonder if organisations are increasingly recognising it as a leadership attribute, not just a comms capability.
Because storytelling can make meaning from information - bring an abstract strategy to life, help people connect with change and motivate and mobilise action.
I see this in my own work with leaders across very different sectors. Whether I’m working with people in project management, financial crime, compliance, science or construction, the challenge often comes back to how we communicate something complex to the people who need to understand it.
AI gives us new tools for doing that. It can help us translate, adapt and develop stories for different audiences and contexts.
But the tools don’t remove the need to think carefully about the story itself and keep the human at the heart of it.