Great business presentations go beyond facts and data. They do not just inform; they transform. Whether the subject matter is winning over a policy panel, steering a strategic initiative or galvanizing stakeholders into action, the most impactful presenters go beyond slides and stagecraft. They synthesise complexity to create meaning and tell stories that move people to change.
Yet, in a world overloaded with data, dashboards and opinions, such clarity is elusive. What separates a memorable presentation from a forgettable one is neither charisma or appearance; it is coherence and relevance. And these impactful engagements come from a deeper way of thinking and knowing how to make visible that thinking for the intended audience. This is where systems-thinking-based presentations come in.
When a topic is complex with many related parts, the challenge for presenters is how the narrative structure does not cause the audience to “lose its way.” As someone who regularly presents to ministers, permanent secretaries and cross-sector CEOs, I have learned that preparation is more than just assembling information and sequencing the flow. It is about understanding how things connect and how people derive their own personal meaning and collective sensibilities.
Sensemaking For Insight: Planning With A Systems Lens
At its core, systems thinking is about making sense of complexity. It enables presenters to step back from the noise, see the whole picture and position their message in a way that resonates with strategic intent.
Let me give you a real-world example. In one of my recent engagements with a government agency, my team and I were tasked with proposing a digitalisation road map for SMEs. The data was abundant: macroeconomic trends, tech adoption curves, industry pain points. But what mattered most was how we framed the story.
We used systems thinking principles from the levels of perspective to separate surface events from deeper structures and created mental models of the relevant stakeholders that were involved within this ecosystem. The systemic narrative showed what was driving inertia, giving ample emphasis to the prevailing perspectives of current reality. With that, we were able to propose a hypothesis, what we call a theory of success, before we discussed solutions. This method empowers presenters to ask better questions before building their slide decks:
• Why is this topic important and why now?
• What is really driving this problem?
• What are the underlying assumptions shaping different stakeholders’ views?
• How does this issue connect to the wider ecosystem?
• What principles should we adopt in addressing the topic at hand?
Instead of overwhelming audiences with unfiltered data points, a systems-based approach presents the wholes, connects the parts and synthesizes the interrelation toward structured sensemaking for insights and action.
Narrating For Influence: Framing The Right Story
Once clarity is achieved through systems framing, the next step is exacting influence. This is where structure becomes story. Too often, I see presenters dump data points and hope their audience connects the dots themselves. But busy leaders do not want information, they seek meaning and implication. A shorthand usually goes something like this: What, So What, Now What. Narrative frameworks such as the story spine help presenters build a compelling arc, almost like a simple fairy tale:
“Once upon a time …” > “Because of that …” > “Until finally …”
When speaking to senior leadership, such as a room full of cross-agency directors driving a national innovation agenda, I never begin with charts. I start with the human context. What is the shared pain point we are seeing? What are the systemic weaknesses and failures? Then, and only then, does the supporting data come in. Data supports; it does not lead the narrative.
This scaffolding approach allows you to map systems-level insights into emotionally resonant messages. It helps presenters build logical sequencing, anticipate stakeholder objections and tell stories that stick. And when aligned with systems thinking, storytelling becomes more than persuasion, it becomes sensibility for the collective.
Delivering For Impact: Presence, Voice And Executive Confidence
The final piece of the puzzle is how we show up. You can have the best insights and stories, but without credible delivery with confidence, they don’t land. In my coaching work and presentations, I have found the 3 V’s of communication—visual, vocal and verbal—extremely helpful.
• Visual: Are your slides supporting or distracting from your message? Are you visually positioned in the room as a peer, not a supplicant?
• Vocal: Are you modulating your tone to create energy and emphasis? Silence, when used well, is a weapon.
• Verbal: Are your words chosen with precision? Do you project conviction without sounding defensive?
One important skill to master is how to read the room, to sense what the audience needs more of or less of—and to respond not only with prepared content, but with adaptable presence.
In a recent client pitch, we rehearsed a “three-level modulation”: one version of the message for technical analysts, another for mid-level sponsors and a third for C-suite champions. It’s the same content and insight but delivered with different pacing, emphasis and tonality, a skill honed through years of practice.
Systems Thinking As The Secret Weapon
In today’s world of complexity and constant change, presenting goes beyond skill. It has become a leadership trait. The most effective presenters don’t merely tell people about the facts. They help people see what matters and reach alignment. When you combine systems clarity with storytelling structure and delivery presence, your message becomes a lever for change and impact.