"WPP has chosen to ban the use of the word 'digital' within the company in a bid to embrace transformational creativity going forward. I suspect that's pretty much what it's been trying to do for the last decade (why buy AKQA in the first place?) Before this week WPP was a big, unwieldy beast that didn't mind pitting its agency brands against one another as long as it brought it new business."
"What is great about the plan being implemented by WPP is that it does intend to recognise the needs of the client - and about time too. For too long clients have said that they struggle to keep on top of industry developments and the number of agency brands and which one truly suits what their company needs to progress, have hindered. Sometimes too much choice isn't a good thing."
"WPP cannot be blamed for making hay while the sun shone though. It's a business and through acquisition and scale it seemed indomitable. And while its profits were strong, why would it want to change direction? Now, with societal and industry issues forcing the business to adopt such an extreme turnaround plan, and a new logo to boot, it wants to be something else. To an extent."
Arthur Sadoun at Publicis Groupe promoted a client-centric approach, and Mark Read announced a similar shift while unveiling WPP's future strategy. WPP has banned the use of the word 'digital' to emphasize transformational creativity. WPP previously operated as a large, acquisition-driven network that sometimes pitted its agency brands against each other to win new business. Clients have struggled to navigate multiple agency brands and keep up with industry developments, creating confusion and hindering progress. Strong profits and scale reduced incentives to change earlier. Leadership change and industry pressures prompted an extreme turnaround and rebranding. S4 Capital offers a contrasting digitally focused model.
Read at The Drum
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