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I see technological progress as paradoxical in the creative professions. On the surface, better tools make better work. A ruler straightens our lines. Software expands our control. Cameras capture detail with fidelity once unimaginable. This is the rhythm of innovation: each new tool unlocks sharper articulation, smoother workflows, faster outcomes. And yet, the work doesn’t disappear—it shifts. Mastery still requires time and friction, just redirected. The learning curve may be shorter, but it still demands the climb.


“Nobody tells this to people who are beginners (...) For the first couple of years, you make stuff, it’s just not that good...” 
“Nobody tells this to people who are beginners (...) For the first couple of years, you make stuff, it’s just not that good...” 

It took Ira Glass, creator of This American Life, years to develop the storytelling voice he imagined. As he describes it, the gap between your taste and your ability only closes through sheer volume—by making and remaking until something finally aligns. For many, he admits, that gap never fully closes.


The same is true across art and design history. Remarkable work was often the result of deep time—craft honed through focus, frustration, and repetition. This is the essence of the 10,000 hours: not just effort, but intention sustained over time. But in a culture of instant output, that kind of slow mastery is becoming rare.


What happens when technology compresses the time it takes to do something extraordinary?


When Jonas Salk was asked who owned the patent to the polio vaccine, his answer was, “Could you patent the sun?” It took him 7 years to make the vaccine. The vaccine transformed polio from a terrifying, paralyzing disease into one that could be prevented with a simple injection. By refusing to profit from it, he reshaped how the world viewed medicine, not just as a field of discovery, but as a force for equity and compassion. 


Does the effort and time it takes to solve a problem add value to the solution?
Does the effort and time it takes to solve a problem add value to the solution?

During the COVID-19 pandemic, AI helped identify viable vaccine candidates, simulate immune responses, and optimize clinical trial designs. What once took 5–10 years for traditional vaccine development was compressed into under a year. 


What happens to the value when it’s no longer so out of reach for many?


If you remember your design history, Modernists attempted to democratize "good taste," but something unexpected happened when they did. Access to good taste came at the cost of individuality.

The flattening of taste also led, paradoxically, to uniformity masquerading as universality. 
The flattening of taste also led, paradoxically, to uniformity masquerading as universality. 

For example, Helvetica’s rise to global popularity turned the typeface into a symbol of modernity, neutrality, and—paradoxically—visual sameness. Its neutrality, once a strength, became a default aesthetic; a safe, impersonal choice. 


Much like Helvetica in the 20th century, today’s algorithm-favoured aesthetics are forging a new kind of sameness—clean, legible, and endlessly forgettable.


The tools we use today allow nearly anyone with taste and intention to design what used to require years of technical mastery. Traditionally, technical skill is often a proxy for value—the sheer ability to translate vision into form conferred authority. Now that our tools can erase that friction, less hard skillls are required to achieve sophisticated production.


Suddenly, the field is saturated with visually “brilliant” work. The bar for remarkability is shifting—not upward or downward, but sideways into the realm of narrative and meaning. What once took 10,000 hours of deliberate practice can now be approximated in seconds.


So then… what happens to remarkability?


For years, we’ve defaulted to the notion that “good things take time” and “practice makes perfect”, but now, maybe it’s different. Anu Atluru recommends we “Make Something Heavy”. She writes, “We’re creating more than ever, but it weighs nothing.” In a world where tools can generate beauty on command, the challenge isn’t making—it’s making something that matters. 


Maybe it’s not execution that distinguishes the remarkable now, but rather conviction. A sense that behind the pixels lies a person who chose, resisted, reconsidered, and cared. In which case, what gives work its gravity begins to orbit around ideas, not execution. If anyone can make beautiful things, what sets your work apart might not be how it's made—but why.


Food for thought


Picture this: a person cuts across the grass, avoiding the neatly paved corner of a sidewalk. Over time, others follow, and a natural trail emerges—simple, direct, human. These are desire paths, the unplanned trails created by how people truly want to move through a space. They reveal human intention and preference.

This is a concept I often revisit when thinking about how stories are told and experienced in different places. Because I’ve often found that we (the audiences) find and follow our own "desire paths" through narratives.



Where will the story live for the audience?
Where will the story live for the audience?

Does the story start on a webpage, maybe as a shared link? Or does it start as they walk down the street, and notice the sign hanging above the business? Perhaps it’s a magazine article that catches their interest? A smell when you walk into a room, or a printed T-shirt hidden within the folds of a friend’s closet? Maybe it appears in the opening credits of a film, or wrapped around a product at a farmers market?


The story location shapes not only how the story is told, but also how it is experienced.
The story location shapes not only how the story is told, but also how it is experienced.

When done well, the storytelling creates an immersive phenomenon. The different touchpoints of the story become an ecosystem, a world unto itself. There are several components to these kinds of stories—colors, typography, décor, sounds, smells, or lighting—each is selected, curated, or crafted to enhance or supplement the narrative.





It could be a mural that tells the history of a business, or a particular lighting that creates a stunning show. There are always opportunities to entertain, set a mood, or make your opinion clear, while still serving a functional purpose.


So, like I asked the visual communication students in my last seminar: where will the story live, and what can its setting reveal about the audience's journey? How we design that story—the trail they will follow—defines how they experience and remember it.



Food for thought.



If you’re interested in ideas about storytelling and design, feel free to get in touch with us to learn more about my workshops and seminars, or WhatsApp us at +94 77 764 7096




The first slide was a question; my entire seminar revolved around it. I looked up at their faces and watched them start to think. I wanted to see if these young, would-be designers knew the answer. They thought about it for a while…


If your client’s business were a person, who would it be?


Who's telling the story?
Who's telling the story?

When a business tells a story, it adopts a particular narrative. They (the business) act, speak, and portray the world from their perspective; this is their persona and way of doing things. The attributes of that persona, combined with the story facts, make a framework that tells me a lot about a business; from there, we where to start.



I use a framework to illustrate what’s at the heart of a business persona.
I use a framework to illustrate what’s at the heart of a business persona.

From the audience’s perspective, knowing who’s telling the story contextualizes the meaning. It legitimizes the story. When you look at posts on social media or read an article, do you ever consider who’s posting the story? When you search, does the platform matter to you? Do you check to see who the author of the article is?



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Take, for example, these two memes (above and below), one has been used to sell fonts, the other to convey and share a feeling amongst like-minded people. Memes are inherently polyvocal—meaning the storyteller could shift depending on how the meme is consumed, shared, or repurposed.



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I would say, that memes operate more like a co-authored story, where the creator and audience collectively shape its significance. In this case, the PangramPangram meme (the former) was made to promote a business. PangramPangram designs and sells fonts. A pangram is a sentence with all the letters in the alphabet. Font designers use pangrams to display samples of what all letters look like.


Now you know.


So what happens when there's no context?
So what happens when there's no context?

I found this picture online one day (as you do); it immediately caught my interest. It’s from a 1960s book called Shindai: The Art of Japanese Bed-Fighting.


What beautiful photography; is this true? I wondered, so I went down the rabbit hole.

With a curious enough audience, narratives can thrive on ambiguity and absurdity. The lack of explicit context can lead to inspiration, entertainment, and even thought-provoking at times.


“But what happens if they don’t like the story?” Someone asked during the seminar.


Take, for example, satire stories; they are more engaging, but they require an understanding between the storyteller and the audience. When two people understand each other, there is room for ambiguity and absurdity.



Humour works especially well, but it’s risky.
Humour works especially well, but it’s risky.

For better or for worse, the story may get attention, but it doesn’t necessarily always lead to understanding; or guarantee fidelity. If the audience doesn’t get it, the story is ignored. Or it gets labelled as a lie, disinformation, and more of the Internet’s flimflam.

From my experience, who the storyteller is, shapes the outcome of a story. Regardless of the size or reach, a reputation influences the meaningfulness of the story.


Attention and understanding are not the same thing.
Attention and understanding are not the same thing.

A new teacher asked me for advice after the seminar. They had a good industry reputation, and plenty of knowledge to share, but the students weren’t taking her recommendations.


“In the beginning, I think that’s to be expected; it’s difficult to take advice from someone you don’t know or understand yet,” I suggested.


Being good at something doesn’t necessarily make it a good lesson. In the same way, having a good business story doesn’t guarantee a sale.


Food for thought…




This story was based on questions and insights uncovered at our last story design workshop. Get in touch to find out more about our workshops or with questions.

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