Brilliant Ideas Mean Nothing If You Can't Explain Them

You’re incredibly important. I know that. You know that. Your company knows that. And because of that, you spend your time focused on the big picture: the balance sheet, the risk, the IP. You rightly see these as the core drivers of value. But what if I told you that the ability to realise the full potential of every one of those assets depends on another, often-overlooked capability?

I’m talking about communication.

In my two decades as the host of the BBC’s technology programme, Click, I’ve been in a unique position. I’ve interviewed thousands of people, from the scientists behind world-changing breakthroughs to the most powerful CEOs in tech. And every so often I’ve come across someone who is absolutely brilliant in front of a camera. Someone who is authentic, passionate about their craft, and able to tell a story so captivating that I can’t fit enough of it into my film.

I would say, though, that this is not the norm. Often, brilliant people - who are brilliant in their own way - are too deep into their subject to convey it well to everyone else. Brilliant strategies are let down by a lack of preparation for explanation.

I’ve sat opposite visionaries whose complex ideas crumble under the pressure of a simple question, and watched revolutionary products get lost in a fog of jargon and uninspiring delivery.

Your company’s value isn’t just in what you do; it’s in how well your story is told. When your CEO or lead researcher faces the big interview, the stakes are immense. This isn’t just a chat; it’s a moment where shareholder confidence and brand reputation are forged - or fractured. I’ve been the one asking the hard questions, but more importantly, I’ve been the one in the edit suite afterwards, deciding which soundbites make the final cut. There are ways to ensure your key messages not only land, but are compelling enough to be the ones that get used. It’s a craft that involves winning over the journalist, understanding what they need for their story, and having the confidence to turn even a difficult question into a positive answer.

This skill isn’t just for facing the media. Think of the last conference you attended. How many speakers really captured your attention? How many did you remember as you left the hall? The next day? 

The ability to command a stage, to win over a room of clients or peers, is a superpower. It’s so rare that, if you have it, you will be remembered for a very long time. I’ve hosted hundreds of events and seen and done it all - including having to lead an entire conference out of a venue during a fire alarm! I’ve learned that great stagecraft begins before a single word is spoken. It’s about the way you enter the stage, about moving beyond the lectern, about avoiding ‘death by PowerPoint,’ and turning a standard keynote into a memorable, high-impact moment. When your leaders can do that, they don't just share information; they inspire action and build influence.

But even the most polished delivery is useless without a compelling narrative. At the last count. my BBC inbox currently had over 85,000 unread emails. That’s how much noise your company is competing with. Most press releases are ignored because they are generic and fail to grasp what a journalist is actually looking for. Getting your company’s innovation covered isn’t about shouting louder; it’s about crafting standout stories that are so clear and engaging that they make a journalist’s job easy. But if you can find that hook and package it in a way that broadcasters and editors simply can't ignore, once again, you’ll stand head and shoulders above the masses.

You’re incredibly important - you are a guardian of your company’s long-term health. The next time you're in a board meeting, I encourage you to ask a different kind of question. Don’t just ask your executive team what the strategy is. Ask them how well they can articulate it - to the press, to their industry, and to their own people.

Because in today's world, a great idea that is poorly communicated is a secret. And secrets don't show up on the balance sheet.