How Do You Turn Data into a Story?

A Beginner’s Guide to Narrative Structure

I don't know about you, but I’ve sat in countless meetings where someone was presenting a slide deck packed with charts and numbers. The data and the analyses were often quite good, but when you are scanning the room you could tell that the audience was lost. Why? Because, generally speaking, it was not a story. It was just a list of raw numbers, boring tables and facts.

Over time, I realised that great analysts aren’t just number crunchers, they’re storytellers. And pne of the secret sauces is learning how to structure data insights so that they guide, explain, and persuade. And for me, one of the most impactful ways to do that comes from a time-tested framework: three-act structure.

I like to call it Onset, Development, and Outcome, a simple, reliable model that transforms a flat piece of insight into a narrative that people can follow.

Act I: The Onset: What’s the Problem?

Every story needs a beginning, and in data storytelling, that means setting the stage. Before you jump into visuals, you need to help your audience understand what “normal” looks like, and what’s changed.

When I open a data story, I try to:

Establish context: Describe the baseline or status quo.
Create tension: Highlight what’s unexpected or off-track.
Pose a question: Frame what you’re trying to answer.

For example:

At a company called FlexiDesk, I might start by saying:
“Generally, our customer support team resolves 95% of issues within 24 hours. But over the last month, that rate has dropped to 80%.”

That sets up curiosity, and a clear question:
What’s causing this sudden drop in performance?

Act II: The Development: What Did the Data Reveal?

This is the middle of your story, where the analysis comes alive. It’s not about dumping data; it’s about guiding the audience through your reasoning.

When I walk through my findings, I try to show my thinking, not just my conclusions. I might start with hypotheses and show how I tested them, even the ones that didn’t work out. It builds credibility and keeps the audience engaged.

In the FlexiDesk example, I’d say:
“Our first thought was that ticket volume had increased, but it was flat. We checked issue complexity next but no change there either. But when we segmented by product type, we found our ‘aha!’ moment: 90% of unresolved tickets came from the new software update, FlexiDesk 2.0.”

Each chart, each insight, becomes a stepping stone leading your audience to the next key finding.

Act III: The Outcome: What Should We Do Now?

The data story should end when the insights turn into action.

At this stage, I could focus on answering the question I started with, clearly and confidently, and then suggest what to do next.

Continuing with the FlexiDesk example:
“So, the drop in performance wasn’t caused by the team, but by complex bugs from the FlexiDesk 2.0 update. My recommendation here is to create a dedicated support queue for 2.0 tickets, staffed by two senior engineers, and to have the product team prioritise a patch release within seven days.”

And then I could show impact:
“If we act now, we could return to our 95% resolution rate within two weeks.”

From Data to Story

When you structure your findings into a three-act approach like the Onset, Development, and Outcome, your data stops feeling random and starts feeling intentional. You’re taking your audience on a journey.

It’s a simple shift that changes everything: from reporting to storytelling.

Why I Think This Works

People will more likely remember charts that tell stories.
They remember the tension of a problem, the journey of discovery, and the relief of resolution.

By using this three-act framework, you can give your audience a mental map to follow. You help them stay with you from start to finish, and you help them care.

Start Small, Build from There

If you’re creating dashboards, reports, or presentations, try starting with just one question:
What’s the story I’m trying to tell here?

Then structure your slides around:

The Onset (the problem),
The Development (what the data revealed), and
The Outcome (what needs to happen next).

It doesn’t have to be perfect. The more you practice, the more natural it becomes. Over time, you’ll notice your presentations becoming clearer, more persuasive, and far more memorable.

In my training programs around the world, I have worked with numerous professionals applying these principles. And that’s when you see that their data isn’t just informing people anymore. It’s moving them.