We’ve all been in meetings where unmet needs are listed like items on a menu: “lack of digital skills,” “isolated communities,” “inaccessible services.” They sit there, flat and lifeless, like someone else’s problem. I’ve sat in plenty of those meetings, and what strikes me is how quickly we move on — straight into solutions, skipping the messy bit of actually understanding the people behind the words.
But here’s the thing: unmet needs are human. They’re wrapped up in people’s lives — their worries, joys, and complicated realities. And if we want to design better systems, policies, or services, we need to do more than just name those needs. We need to bring them to life.
What if we built relatable, human stories that helped us design — not just for people — but with them?
Why characters?
Think about the last time you really cared about an issue. Chances are, it wasn’t a statistic that moved you. It was a story. Maybe it was a resident you met who shared how hard it is to get online. Or a colleague who admitted they felt overwhelmed by yet another change project. Stories stick because they’re human.
When we create characters, we’re not just “humanising” unmet needs. We’re creating a shared language. These characters become placeholders for real people we’ve spoken to — those whose voices might otherwise get lost.
How you could do it
1. From Data to David
When councils explore digital inclusion, it could be easy to stick to numbers — how many people don’t have access to the internet, how many lack confidence online. Instead, you could build David’s story. David is a retired fisherman who struggles to use online services but doesn’t want to ask for help because it feels “embarrassing.” His story could ground your efforts, making sure the solutions aren’t just about tech but also about trust and dignity.
2. Sandra and the Heat Network
Sandra is a mum, battling rising energy bills and a draughty flat. Her voice could become central to how you shape a heat network, ensuring it isn’t just a technical fix but also addresses affordability and clear communication.
Building characters step by step
Creating characters isn’t about inventing personas from thin air. It’s about listening deeply and then translating what you’ve heard into stories that resonate.
1. Listen first
Spend time talking to people — not just about their needs, but about their lives. You could hold, we held community drop-ins where residents shared their stories of housing, energy, and living costs.
2. Capture complexity
Real people are messy. Don’t oversimplify. Sandra isn’t just “someone struggling with bills.” She’s a mum worried about her kids, trying to hold down two jobs, and frustrated by the lack of clear advice.
3. Bring them into the room
Introduce these characters to your teams. Ask, “What would Sandra think of this?” or “How does this idea help David?”
Why it matters
When we put unmet needs into character, we’re doing more than storytelling. We’re creating accountability. These characters remind us why we’re doing the work in the first place and help us stay grounded when decisions get tough.
They also surface tensions. Sandra’s story, for example, can help you confront the balance between long-term infrastructure investment and immediate affordability.
A call to action
If you’re working in strategy, innovation, or change management, try this:
- Start with one character. Pick someone whose story you’ve heard — someone who sticks in your mind. Build their character and use them in your next project meeting.
- Share the load. Work with teams across your organisation to refine and build on these characters. Make them a shared resource.
- Stay curious. Characters aren’t fixed. As you learn more, let them evolve.
And remember: this isn’t about ticking boxes or “humanising” for the sake of it. It’s about designing for people’s lives — the messy, beautiful, frustrating reality of them.
Let’s move beyond unmet needs as bullet points. Let’s tell stories that matter. Because when we do, we don’t just design better policies or services. We build trust, connection, and change that lasts.
