Frequently asked questions

What is Narra?

Narra is a consulting firm founded by Christian Vigne in 2024. Its mission is to help companies make sense of AI through strategic and operational assistance, consulting, and vision workshops using AI design fiction.

What is AI design fiction?

AI design fiction is an innovative approach to narrative foresight that combines artificial intelligence and storytelling to create strategic narratives exploring possible futures for your business. Unlike traditional reports, strategic design fiction transforms your transformation challenges into immersive and engaging speculative business fiction.

This method of prospective storytelling generates concrete scenarios in which your teams, your customers, and your market evolve in plausible future contexts. Each corporate fiction features realistic protagonists facing the challenges and opportunities of 2030, allowing your organization to "experience" several futures before choosing its trajectory.

Design fiction doesn't predict the future: it makes it tangible, debatable, and actionable. Using generative AI, we create in a matter of days what used to take weeks of workshops. The result? Strategic AI narratives that catalyze thinking, align leadership teams, and inform your strategic decisions with insights that Excel spreadsheets can't provide.

Why is corporate design fiction powerful?

The power of storytelling and emotions

The human brain is wired for stories, not statistics. A fictional scenario depicting your HR director in 2030 facing a talent crisis caused by AI will have infinitely more impact than a graph projecting a skills shortage. Forward-looking storytelling engages emotions, stimulates empathy, and promotes memorization—three essential levers for catalyzing organizational change.

Acceleration through AI

Traditionally, creating high-quality prospective scenarios required weeks of workshops with experts, futurologists, and writers. Today, AI design fiction generates sophisticated, coherent, and personalized AI strategic narratives in just a few hours. Artificial intelligence analyzes your context, identifies critical variables, weaves plausible plots, and produces texts worthy of professional publications.

The diversity of perspectives

One of the major advantages of AI narrative foresight is its ability to explore the same future from multiple perspectives: that of the CEO, middle manager, customer, competitor, and regulator. This polyphony reveals issues that traditional top-down analyses systematically overlook.

How does strategic design fiction work?

Phase 1: Mapping the present

Before imagining futures, we rigorously map out your present: business model, organizational culture, strengths/weaknesses, strategic aspirations, weak signals in your environment. This analysis feeds the AI with the context needed to generate speculative business fiction rooted in your reality.

Phase 2: Identification of critical variables

What factors will shape your industry by 2030? Emerging technologies, regulatory changes, societal transformations, competitive disruptions... We identify 5 to 10 variables whose different trajectories will create radically different futures.

Phase 3: Generating stories

The AI then generates several strategic narratives exploring different combinations of these variables. Each fictional scenario follows a protagonist (inspired by your real teams) over a given period (a day, a quarter, a year) in a specific future. The narratives include concrete details: conversations, decisions, dilemmas, victories, failures.

Phase 4: Activation & dialogue

These strategic AI narratives become topics of discussion for your management teams. During workshops, leaders debate: "If we found ourselves in this scenario, would we be prepared? What decisions would we make today to ensure we are resilient in this future?" Forward-looking storytelling thus transforms abstract foresight into concrete planning.

What are the concrete benefits of forward-looking storytelling?

Blind spot detection

Speculative fictions bring to light risks and opportunities that quantitative analyses do not capture: cultural tensions, ethical dilemmas, new competitive coalitions.

Alignment without coercion

Rather than imposing a top-down vision, strategic design fiction invites each leader to project themselves into the future, creating organic alignment around future challenges.

Strategic agility

By exploring 3 to 7 scenarios rather than a single "official plan," your organization develops cognitive flexibility, which will be your greatest asset in an uncertain world.

Transformed communication

A good piece of corporate fiction becomes a cultural artifact that your teams talk about, share, and debate—creating a common language for discussing the future.

Why use AI for corporate speculative fiction?

AI drastically speeds up the production of high-quality strategic narratives (days vs. weeks) while simultaneously exploring multiple scenarios and perspectives. AI narrative foresight democratizes access to tools that were once reserved for large organizations.

Who should use AI design fiction?

AI narrative foresight is particularly relevant for:

Strategy directors preparing their 2026-2030 roadmap and seeking to test the robustness of their strategic bets

HR Directors & Chief People Officers anticipating changes in the workplace and preparing their organizations for talent shocks

Innovation managers who want to challenge their teams with provocative futures rather than competitive benchmarks

Executive committees seeking alignment around a shared vision of the future

Consultants and agencies offering their clients distinctive and memorable deliverables

The workshop format is particularly well-suited for groups of 5–15 people, such as an executive committee.

How do you develop an enterprise AI strategy?

Defining an AI strategy begins with deciding what artificial intelligence should—and should not—transform within the company. Before drawing up a list of use cases, executives must share a common vision of the opportunities, risks, and possible futures.

The process can consist of four steps:

1. analyze the goals, constraints, and changes already underway;

2. envision several plausible futures for the company, its customers, and its competitors;

3. identify which activities to optimize, rethink, or create;

4. translate the selected options into priorities, pilot projects, and governance decisions.

Narra uses corporate fiction to bring these futures to life. Stories set in the near future illustrate how AI could transform jobs, customer relationships, or the business model. They enable executives to move beyond purely technical discussions and build an AI strategy that aligns with the company’s identity and ambitions.

How can an executive committee be aligned around a shared vision of AI?

To bring an executive committee into alignment, it is first necessary to uncover the different perceptions its members have of AI. Some see it as a driver of productivity; others view it as a transformation of business lines, a social threat, or an opportunity to develop new offerings. As long as these perspectives remain unspoken, consensus will remain fragile.

Strategic fiction helps bring these issues to light. By exploring various scenarios depicting the company in the near future, members of the Executive Committee respond to concrete situations: changes in employees’ roles, customer expectations, competitors’ decisions, or the emergence of new business models.

The goal is not to predict the future, but to facilitate a structured discussion about what the company wants to become. A Narra workshop uses these responses to identify areas of agreement, clarify points of disagreement, and formulate a common position on the role of AI. The committee can then translate this shared vision into guiding principles and strategic priorities.

What type of AI workshop should a COMEX choose?

The format depends primarily on the committee's level of maturity and the desired outcome.

A half-day session is sufficient to raise awareness among leaders, compare their perspectives, and identify a few key strategic choices. A full day allows participants to explore multiple future scenarios, delve deeper into areas of disagreement, and begin translating the chosen vision into priorities. A program consisting of several sessions is preferable when the company wants to develop a roadmap, a governance framework, or a portfolio of experiments.

For a COMEX, an effective workshop should not be limited to a presentation of technologies or a list of use cases. It must present executives with decisions that truly affect their company.

Narra develops fictional scenarios rooted in its own context, featuring employees, customers, and competitors. These stories serve as a basis for discussion and enable the committee to address a key question: What kind of future do we want to build with AI?

How can we regain control over scattered AI experiments?

When AI experiments proliferate without a common direction, the problem is generally not a lack of ideas, but the absence of shared criteria for selecting them. Each team proceeds according to its own needs, which can lead to scattered budgets, redundant initiatives, and decisions that are difficult to generalize.

The first step is to map out the experiments currently underway, their objectives, their users, and their expected outcomes. These must then be evaluated against the company’s vision: Is the primary goal to improve productivity, transform certain functions, or develop new products and business models?

Strategic fiction helps test these choices across several plausible futures. It shows how each direction could affect business lines, customers, culture, and competition. Narra uses these scenarios to help leaders define decision-making principles, select truly strategic experiments, and align initiatives along a coherent path.

How does fiction help leaders discuss the future?

Fiction transforms abstract hypotheses into situations that leaders can visualize, experience, and discuss. Instead of debating “the impact of AI” in general, they discover, for example, what a future workday might look like for an employee, how a customer might react, or what unexpected move a competitor might make.

This scenario creates a helpful distance. Participants can address sensitive topics—changes in the workplace, loss of control, new responsibilities, or challenges to the business model—without having to immediately defend their personal positions. The narrative brings to light the differences, resistance, and blind spots that traditional presentations often fail to reveal.

Narra develops business scenarios based on the organization’s real-world context and then uses them as a framework for strategic dialogue. The goal is not to predict what will happen, but to explore what might happen so that leaders can collectively choose the future they want to foster—or avoid.