The problem with many (if not most) people, processes, services, and products is that they are unremarkable.

This is not to say that they are unreliable, undesirable, or unmistakable.

There are people, processes, services, and products that fill niches that are banal, boring, and seemingly unnecessary.

They aren’t worth talking about, thinking about, or even spending a lot of cognitive effort in justifying.

The problem of unremarkability is compounded by the fact that the organizations developing and promoting these products, services, processes, and people, is that the solution to their unremarkability is thought to be a lack of attention and awareness.

That’s not the problem.

Not even close.

Buying more followers, increasing social proof, becoming more likeable; these are long-term processes, that cannot be successfully applied to the banal, the boring, or the seemingly unnecessary.

Here’s a tip, for winning the long game.

Instead of trying to figure out how to scale unremarkability with money, time, or other resources, figure out how to scale the number of activities (i.e. process, services, products, etc.) that are actually remarkable.