Vision through numbers: strategic financial storytelling and sensemaking in leadership communication

Purpose This study examines how Chief Financial Officers (CFOs) use strategic financial storytelling to transform quantitative financial information into narratives that align stakeholders with long-term organizational strategy. Although prior research has focused on financial reporting and impression management, limited attention has been given to storytelling as a strategic leadership capability for organizational sensemaking and stakeholder alignment. Design/methodology/approach A qualitative narrative inquiry approach was employed using semi-structured interviews with 20 CFOs and senior finance executives from the entertainment industry. Data were analyzed through template analysis within a multi-theoretical framework integrating Systems Thinking, Stakeholder Communication Theory, Rhetorical Theory of Strategy, Strategic Fit Theory, Institutional Theory, and Sensemaking Theory. Findings The findings identify seven strategic financial storytelling practices, including aligning financial narratives with long-term strategy, connecting performance to organizational purpose, translating strategy through KPI and trend narratives, integrating operational risks and opportunities, fostering cross-functional ownership, framing short-term costs as long-term value, and building stakeholder trust through transparent communication. These practices demonstrate that financial storytelling enables CFOs to move beyond financial reporting toward strategic leadership and organizational alignment. Originality/value This study introduces Strategic Financial Storytelling as a leadership capability supported by an integrated six-theory framework. It advances strategy and leadership research by showing how storytelling strengthens strategic alignment, stakeholder trust, organizational sensemaking, and executive communication while offering a practical framework for senior leaders.