- 3 min read
Updated: Dec 30, 2025
A story that’s not relevant to the audience might as well not be told.
Building relevance is finding where a story belongs in the moment it is released, and whether it respects the emotional weather its audience is currently living through. When a major event shifts the collective mindset, we often reshape stories to meet it. Stories do not exist in isolation; they exist inside time, place, and shared experience. When the ground moves, socially, politically, and environmentally, stories that ignore that movement risk feeling hollow, performative, or worse, indifferent.
When Sri Lanka was shaken up by the disaster of Cyclone Ditwah, several stories being produced in our studio for the island's audiences were paused and carefully reconsidered to assess whether they were appropriate, necessary, and true to the moment.
In situations like this, we talk to our clients to understand their genuine responses to the ongoing situation, and refer back to the values of their brand articulation framework before reshaping stories to be relevant, sensitive and respectful to what’s happening in the daily lives of their audience. This process is about maintaining honesty and sensitivity in stories, and the willingness to sit with uncertainty rather than rush to fill silence.

In the aftermath of Cyclone Ditwah in Sri Lanka, we reshaped or completely restructured planned stories to imbue sensitivity, relief efforts and helpful insight into the stories of client businesses; to give shape to their grief, empathy, and solidarity through stories, while staying true to their voice and values. This didn’t mean turning every story into commentary or every business into a spokesperson. Stories can acknowledge loss without exploiting it. They can offer support without centering themselves. They can point toward relief, resources, or collective care without pretending to be heroes. Stories should be genuine acts of participation rather than declarations.
Often, this means slowing down production, stripping stories back to their core intention, and asking what role, if any, they should play right now. Sometimes the answer is to offer support, relief, or insight. Sometimes it is to step aside altogether. And yes, this process costs us extra in production time, but we’d rather do more for better stories than maintain strict build cycles for so-so outcomes.

Being able to express, connect, and mobilize is important for entrepreneurs and businesses in moments of collective crisis. Not because businesses must suddenly become moral authorities, but because they are part of the social fabric. They employ people, serve communities, and operate within shared systems that are also affected by disruption. This is because the work they do always starts as a response to the society and the world they inhabit. No business is created in a vacuum. Products, services, and ideas emerge from specific needs, tensions, and cultural conditions. When those conditions change, responding thoughtfully is not a deviation from the work; it’s a continuation of it.
That’s what makes responding to the realities of our world an extension of the work of a business; it’s not CSR, it’s not charity, nor is it being exceptional. It is simply being alive and responsive to the world a business shares with its audience. Responsiveness is not about virtue-signalling; it is about relevance, respect, and responsibility.
Stories that a business tells are a big part of these living, real, and relevant conversations that it has with its audience. Stories are where values become visible, where intent is tested against reality, and where trust is either strengthened or eroded.




