The storyteller’s responsibility: Crafting narratives for inclusion and progress

Storytelling in the interest of human rights has always been at work. As storytellers, advertising and media leaders hold the power to be architects of change, not just curators of the status quo. This is not merely about crafting narratives for clicks or applause but about envisioning and manifesting a world where justice, equity, and inclusion are not ideals but realities.

As a student of narrative building, I have witnessed stories move people to action for social change, communities push subcultures into the mainstream, and the mainstream make space for systemic shifts. Popular culture owes much of its reach to the power of storytelling, using films, literature, advertising, and social media to shape societal habitus. But narratives are not inherently neutral, and herein lies both their potential and their peril.

As novelist Chimamanda Ngozi Adichie once said, “Stories have been used to dispossess and to malign, but stories can also be used to empower and to humanise.” Advertising, mainstream media, and popular culture often reflect systemic inequities, perpetuating biases related to gender, caste, class, abilities, race, and ethnicity. Narratives in mainstream media are frequently skewed toward majoritarian perspectives, excluding the voices of underrepresented and underserved communities. In a world inundated with narratives that shape how we see ourselves, others, and the challenges we face, how can we actively leverage storytelling for diversity, equity, and inclusion?

The principles of diversity, equity, and inclusion (DEI) are not just contemporary concepts—they are a continuation of historical struggles for equality. Rooted in the civil rights, women’s rights, LGBTQ+ rights, and human rights movements, DEI has evolved from grassroots activism to formalised frameworks in organisations. This evolution reflects a persistent need to address inequities across societies and industries. Understanding this history emphasises that DEI is not a corporate trend but a deeply moral and ethical pursuit grounded in historical struggles for justice.

In the advertising sector, how can we go beyond the agency-client hubbub to engage more diligently with themes of social distress? And what roles do the senior leaders of mainstream media (especially with global operations and DEI mandates) play in equipping, training, and employing impact-forward thinkers and doers, especially from marginalised communities?

The saviour complex usually peaks in these rooms, where backslapping camaraderie takes precedence over genuine engagement. We often leave these meetings feeling ‘productive’ or ‘purposeful,’ despite missing the mark. These rooms want more critical, non-egoistic conversations and the rigour of voices grounded in lived realities.

The urban, elitist gaze on societal issues renders the efforts inauthentic, doing a disservice not only to the theme at hand but also to the clients who rely on the agency’s expertise to craft meaningful narratives. For advertising and media to address storytelling needs at the intersections of mainstream reach, DEI, and social change, we need to rethink how we operate.

What can we do differently?

1. Understand the world better: Ignorance is no longer an excuse. Invest in learning about systemic inequities, cultural contexts, and the lived experiences of diverse communities. This requires going beyond superficial immersion tours or token efforts. Read (widely), ask questions (respectfully) and think (critically).

2. Stick to your best; collaborate on the rest: Know where your expertise lies and hire those with complementary knowledge to lead where you fall short. Trust their lived experience and let their perspectives guide your approach. I have almost always found nonprofit or civic leaders to be incredibly patient people who are open to partnership opportunities that further their mission; please compensate them fairly for their time and resources. Partner with them throughout the execution process for real-time sense-checks—the key is in the details.

3. Invest in equitable representation: Evaluate people practices to ensure diversity and inclusion at all levels, and not as a box-ticking exercise. Create those employee resource groups (ERGs) and compensate employees separately for the time they take out to lead/manage such groups, staff boards, etc.

4. Empower impact leaders: Place individuals with a track record of driving social change in positions of authority. Allow them the freedom to challenge norms, improve operational practices, and ensure accountability without being constrained by yesmanship. Position these leaders not as altruistic humans but as team members in functional roles who can work with each business function to improve the efficiency and sustainability of the units.

5. Embrace criticism and accountability: Create spaces where feedback is not only welcomed but actively sought. Authentic engagement requires a willingness to confront uncomfortable truths and iterate based on what is learned. Commit to changing your behaviour, language and thinking based on constructive feedback. If open dialogues are not a thing in your organisation's culture yet (which is sadly common), train employees on preferred models of feedback sharing and encourage its practice by leading with action.

6. Think collective progress: When storytelling moves beyond individual connections to address societal issues, it becomes a tool for transformation. But to achieve this, those shaping narratives must recognise their responsibility and act with intention. Storytelling is not just a tool for entertainment or marketing; it is a means of shaping how societies see themselves and others. It carries the weight of influence, and with that, the obligation to do better.

To reshape narratives for a more inclusive and equitable world, we must go beyond intent and translate principles into deliberate action. Consider Urban Company’s ‘Chhota Kaam’ campaign, which dismantles societal prejudices around blue-collar jobs by celebrating the dignity of labour. Through the simple yet powerful story of a service professional engaging in a thoughtful conversation with a child, it challenges deeply entrenched caste and class-related biases and urges audiences to reflect on the value of every job. Binaifer Dulani, Founding Partner and Creative of Talented, the advertising agency behind the campaign, gave us a peek into their process of creation:

The real reason agencies get paid for the work we do is not ‘creating the final output,’ but the months of deliberation that it takes to get to the belly of the beast, collaborating with ethnographers and fieldwork researchers, and nailing the nuances. At Talented, for our body of work for Urban Company's dignity of labour charter, we conduct ‘bias banking’—an anthropological survey that includes UC professionals, to ultimately give them the room to directly influence the script and small cues in the film.

For our first film ‘Chhota Kaam?’, which features a bathroom cleaner, we collaborated with Balram Vishwakarma, a Bahujan storyteller based in Mumbai, who, for the last 18 months, has been documenting the lives of individuals within Mumbai's labour class from unorganised or gig economy-based sectors. He along with Palash Harley and Hengam Riba (academics from Dalit and Adivasi backgrounds) spent hours in creative consultation, influencing the scripting and casting process, to ensure we represented the lived experiences of the community accurately. The film is equally their labour of love. For our second film ‘Chhoti Soch’ which translates the lived experiences of hundreds of masseuses in India, we collaborated with Papori Borah (Professor of Gender Studies) and Garvi Dhar (Fieldwork Researcher) to ensure our discourse is truly intersectional.

Our body of work so far has been built with Superfly Films, with Kopal Naithani as our director, who takes it upon herself to conduct sensitisation workshops with child and adolescent actors on the subject matter so that everyone involved, from the crew on set to the actors are co-creating with the same big picture intent.

Similarly, McDonald’s ‘EatQual’ campaign highlights the potential of storytelling backed by action. By redesigning its packaging to make burgers accessible for customers with limited upper limb mobility and incorporating a colourblind-friendly feature into its app, McDonald’s India demonstrated a commitment to inclusion that extended beyond words. As per McDonald’s’ internal business report, 16% of all McDelivery orders were placed using the colour-blind feature within 6 months from launch.

The research to make McDonald’s McDelivery app colourblind-friendly followed a user-focused approach. It began in August 2022 with a collaboration with Aniruddh, a colourblind photographer, to identify challenges in colour perception. Open-source Daltonisation libraries were integrated to ensure accurate colour representation. In September 2023, the app underwent rigorous testing with colourblind users, refining its functionality based on their feedback. By October 2023, a colourblind-friendly feature was launched, demonstrating McDonald’s commitment to inclusivity and creating accessible solutions for users with colour vision deficiencies.

Research consistently highlights the business case for inclusion: McKinsey's report shows that companies with greater gender and ethnic diversity are up to 25% more likely to outperform their less diverse peers in profitability, while UN Women Unstereotype Alliance’s findings reveal that embracing inclusive practices in advertising can directly translate into higher revenues, demonstrating that equity isn’t just a moral imperative—it’s a financial advantage.

In a world entangled with inequality, climate crisis, and cultural polarisation, storytelling is not a luxury—it is a necessity. They define what society values, who belongs, and what futures are possible. Will we use our craft to challenge inequities, bridge divides, and fuel collective action, or will we let the opportunity slip, leaving stories as mere echoes of missed potential?

— Abira P, principal consultant - Impact, OAG India.