17293: Kenvue Prevue & Revue.

 

Advertising Age reported Kenvue completed a dizzying pitch, choosing WPP and Publicis Groupe as its new White holding companies to handle global creative and media duties, respectively.

 

An official statement declared, “This powerful combination gives Kenvue the strongest blend of enduring creativity and modern precision to elevate brand building.”

 

Pharmaceutical promotional PR clearly doesn’t undergo the same rigorous scrutiny as pharmaceutical marketing. Terms like “the strongest blend of enduring creativity” and “elevate brand building” would never gain approval from any regulatory committee.

 

The awarding and announcement also expose symptoms of ailments in Adland.

 

First, all global corporations will choose exclusively among six White holding companies to service portfolio brands.

 

Second, there will be no mention of distinct White advertising agencies, as White holding companies have orchestrated the commoditization of Adland, whereby people, places, and practices are repetitive, redundant, and replaceable.

 

Finally, the Tylenol maker should know “the strongest blend of enduring creativity and modern precision to elevate brand building” is useless against the marketing mayhem generated by President Donald J. Trump.

 

Kenvue selects Publicis and WPP after global creative and media agency review

 

By Ewan Larkin

 

Tylenol maker Kenvue has selected Publicis Groupe and WPP as the winners of its global creative and media agency review.

 

The review spanned media, brand and production. Brand work included creative, influencer, healthcare professional communications, shopper and commerce. Kenvue said in a statement that WPP will handle creative and production for all brands except Neutrogena, while Publicis will manage media, influencer, commerce, healthcare professional support and technology, in addition to creative and production for Neutrogena.

 

“This powerful combination gives Kenvue the strongest blend of enduring creativity and modern precision to elevate brand building,” Kenvue stated. “We are very grateful for the tremendous partnership of Mediasense who supported the review and deeply appreciative of all the exceptionally talented teams who participated in the pitch.”

 

Kenvue’s media roster previously included Interpublic Group of Cos. globally and Publicis, which oversaw Asia-Pacific, while creative duties were handled by Interpublic’s FCB and Deutsch, Omnicom’s BBDO and Stagwell’s Doner. Omnicom also competed in the review, Ad Age reported in October, pitching the business alongside IPG, which it acquired in late November.

 

WPP and Publicis deferred calls for comment to the client. Omnicom declined to comment.

 

The pitch aimed “to allow us to simplify how we work, enhance executional excellence, and better align our partners to support our global growth agenda,” Kenvue previously said in a statement.

 

Kenvue spent $1.6 billion globally on advertising last year, according to its most recent annual filing, up from $1.3 billion in 2023.

 

The company has been under pressure of late due to the Trump administration declaring that Tylenol, one of its flagship brands, is a potential cause of autism. However, motivations for the review went well beyond Tylenol for the company, which also markets such high-profile brands as Listerine, Neutrogena, Aveeno, Band-Aid, Motrin and Johnson’s Baby.

 

The decision follows Kenvue’s recent appointment of Jon Halvorson as chief marketing officer. Halvorson joins from Oreo maker Mondelēz International and brings experience from both Publicis and Omnicom.

17292: There Is No DEIBA+ In AICP…?

 

Not sure how to fully interpret the post depicted above.

 

The VP, Equity & Inclusion at AICP yesterday announced: Today is a sad day. I just learned that the AICP (Association of Independent Commercial Producers) and the #AICP National Board have decided to join the ranks of #Target, #McDonalds, #JohnDeere, etc. in eliminating their intentional efforts to improve diversity in the #advertising and #commercialproduction areas. First the suspension of the #CDDP, the #Diverse #Directors program with the Directors Guild of America, and now eliminating the #Equity and #Inclusion position.

 

So, the AICP dismantled its heat shields and dismissed its Human Heat Shield—after only roughly three years?

 

Did anyone throw a wrap party?

 

Congratulations, AICP—you just accelerated the employment challenges faced by US Black women too.

17291: ICYMI HBCU FYI.

 

Advertising Age published a perspective declaring “HBCUs have always been curators of cultural moments”—stressing how brands should invest in the higher education institutions and associated students to create authentic connections.

 

There’s nothing new in the op-ed that hasn’t been articulated by HBCUs and Black advertising agencies for decades.

 

Indeed, brands jumped on the HBCU bandwagon in recent years, generating opportunities for heat shields, performative PR, and embryo recruitment.

 

Hard to say if such philanthropic activity diminished in parallel with the anti-DEIBA+ vibe in Adland.

 

It’s a safe bet AI trumped HBCU too.

 

How HBCU culture sets the trends brands chase on social media

 

By Tayler Towles

 

Historically Black Colleges and Universities (HBCUs) are epicenters of culture. They produce leaders across industries, foster academic excellence and create spaces where underrepresented students thrive authentically. Beyond academics, HBCUs instill pride that radiates from students to alumni to faculty and, increasingly, to brands.

 

I’ve experienced this firsthand as a proud graduate of Howard University’s School of Business, where I served as valedictorian of the class of 2025.

 

From homecoming to hashtags—how HBCU traditions go viral

 

IYKYK ... but if you don’t, let me tell you: HBCUs have always been curators of cultural moments. From academic rigor to deep community service, much of the HBCU experience is also grounded in tradition.

 

Homecoming, for example, isn’t just a football game. It is an ecosystem of celebration, shared experience, resilience and community. Every year, alumni reunions, step shows, concerts on the yard, halftime band performances, family-reunion-style tailgates and closing chapel services are anticipated and highly sought after. These aren’t just events; they’re cultural markers.

 

And then there’s fashion and music. At HBCUs, every day is a runway. Students take pride in individuality, driving viral moments without needing to be influencers. Just look at how HBCUs transformed #FDOC (First Day of Class) into a national trend. A single post from Florida A&M University this year drew more than 3 million views on Instagram. Collective “fit checks” across campuses are now cultural events amplified online—something that was rarely seen at other universities before HBCUs made it mainstream.

 

These everyday moments broadcast across TikTok and Instagram are helping shape the future of HBCUs themselves. Post-COVID, visibility has fueled rising enrollment. On TikTok, hashtags like #FAMU (92.1k posts), #NCAT (88.9k posts) and #HowardUniversity (60.7k posts) prove how far HBCU pride travels. Howard even welcomed its two largest freshman classes in history in back-to-back years.

 

When brands show up at HBCUs, students show out

 

Ralph Lauren’s Oak Bluffs collection, in partnership with Morehouse and Spelman, designed by alumni James Jeter and Dara Douglas, did a wonderful job of illuminating stories that often go untold from the Black community in a stylish, trend-focused way true to Black culture. Deep attention to detail, true understanding through experience and community impact helped the campaign sell out quickly. It also drove massive TikTok conversation and aligned the brand with cultural authenticity.

 

In 2024, Nascar partnered with Howard alumnus Tahir Murray’s Legacy History Pride to celebrate HBCU culture through a pit crew jersey collection. Murray’s announcement video earned nearly 64,000 views on Instagram, helping drive conversation and excitement across HBCU campuses. Nascar also created a Campus Lab at Winston-Salem State University, where 15 students participated in case competitions, marketing activations and scholarship and internship opportunities.

 

ESPN has taken a similar route, bringing “First Take” live to campuses like Howard University, Tennessee State University and Clark Atlanta University. These activations didn’t just generate content; they created viral, student-driven moments. One TikTok from Howard student Kelsie Jarett capturing Stephen A. Smith’s interaction alone hit nearly 600,000 views. When brands show up authentically in HBCU spaces, students amplify the story for them.

 

The digital ripple of HBCU culture

 

The digital ripple of HBCU culture proves one truth: What happens on the yard doesn’t stay there—it drives the language, style and trends dominating social feeds. Viral phrases from African American Vernacular English like “Clock it” or “I know that’s right” illustrate how Black culture consistently fuels popular culture.

 

People gravitate toward brands that make them feel genuinely seen, and marketers are being challenged to deliver more meaningful impact with every dollar spent. Partnering with HBCUs offers something money can’t buy: authentic connection. To truly be at the forefront of trends in today’s social-first world, we must look to the very communities already creating them.

 

Invest in HBCU talent, not just HBCU moments

 

Brands should begin by assembling internal teams who align with and understand unique cultural elements. These teams have personal experience and can connect with the voices they wish to serve, helping narrate stories that often go untold—similar to Ralph Lauren’s Oak Bluffs collection.

 

Brands should avoid one-off activations and instead take the time to foster relationships with HBCUs and students alike through mutually beneficial resources. Educational opportunities like case studies that connect students to internships and scholarships help brands not only uncover unique solutions to business problems but also create a pipeline of diverse talent.

 

HBCU students aren’t just participants in culture; they are its catalysts. By tapping into their creativity, voices and perspectives, brands can connect at the very point where culture is created—before it ever hits the feed.

 

Tayler Towles is an assistant account executive at Leo Chicago and recently graduated from Howard University as valedictorian of the School of Business.

17290: Ubie’s AI Health Chat Is Not Well.

This ad promoting Ubie’s AI Health Chat—with all its typos—winds up demonstrating the inherent flaws of utilizing AI.

17289: On ANA Authenticity.

Here’s a quick follow-up to the previous post spotlighting the ANA marketing word of the year.

 

Authenticity came in as the close runner-up to AI. However, the second-place word referred to Authenticity relating to AI-generated content.

 

For ANA members attempting to connect with non-White audiences, Authenticity will continue to be lacking.

 

Ditto Authenticity as it applies to DEIBA+ and being your authentic self in the workplace.

17288: ANA Marketing Word Of The Year Is Bullshit.

 

MediaPost spotlighted the ANA marketing word of the year, which emerged for the third year in a row (and fourth time in a dozen years): AI

 

The chart above indicates another significant—albeit obvious—marketing milestone: AI has officially trumped Inclusion and Diversity in Adland.

 

It’s no surprise, as ANA membership has consistently admitted any DEIBA+ dedication is performative poppycock.

 

Word.

 

The ANA’s Paradox Of The Year

 

By Joe Mandese

 

For the third consecutive year — and the fourth time in the 12 years they’ve been selecting one — the members of the Association of National Advertisers have picked AI as their marketing word of the year. Actually, they picked two — “Agentic AI” and “Authenticity” — and therein lies the paradox.

 

Or, as ANA Executive Vice President Bill Duggan describes the selections: “Agentic AI captures a transformative shift that is reshaping how marketing gets done, while Authenticity reflects the enduring human values that brands must protect as technology accelerates. Together, these words signal the new reality for marketers in 2025 and beyond: success will come from navigating advanced AI capabilities without losing the trust, truth, and transparency that define strong brands.”

 

Technically, “Agentic AI” won more votes among the 623 ANA members who voted, but the ANA made the determination that close runner-up “Authenticity” should be the associations first-ever second marketing word of the year.

 

So what’s the paradox? Well, I turned to an authority on the subject, asking Google AI chatbot Gemini if “agentic AI could be authentic,” and here’s what it had to say:

 

“The question of whether agentic AI can be ‘authentic’ is complex, as AI systems, including advanced agentic AI, lack human consciousness, understanding, or feeling. They operate based on patterns and data, not personal experience or intrinsic emotions,” Gemini explained, adding, “Authenticity, when applied to agentic AI, generally refers to whether the AI’s actions and communication feel genuine, transparent, and aligned with human values and intent.”

 

Of course, the ANA didn’t necessarily mean that agentic AI should, or could be authentic, just that the two terms best describe the two biggest marketing themes of the year — one being inherently synthetic (AI), and the other capable of being authentic (people).

 

And if you ask me, that is quite a paradox brand marketers are expected to walk.

 

Or, as one anonymous ANA member said in the association’s 2025 Marketing Word of the Year report: “It’s getting harder to determine what is real and what is performative. Reaching consumers in a way that is tangibly authentic is going to be the difference-maker.”

 

You can read other verbatims here.

17287: On Anal Predictions For Omnicom.

 

Campaign reported analysts predict layoffs and restructuring at the new Omnicom will extend into 2026, which is like declaring the sky is blue and grass is green.

 

However, before it’s all over, there will be thousands of ex-staffers feeling blue when they stop collecting green from the White holding company.

 

It seems the only people profiting from the scenario are analysts submitting obtuse, obvious, and obnoxious perspectives.

 

Analysts expect Omnicom’s jobs restructuring to last into 2026

 

Omnicom maintains prediction of significant cuts next year is “speculation and inaccurate.”

 

By Gideon Spanier

 

Omnicom’s jobs restructuring in the wake of the Interpublic acquisition is set to last into 2026, according to leading investment analysts, who have predicted the US agency group will make a significant number of role reductions next year.

 

John Wren, the chief executive of Omnicom, previously announced 4000 redundancies on 1 December. At the time, he told Campaign he wanted to inform staff “as close to day one as we possibly can” in order to be “clear and fair and transparent” and avoid a “drip, drip, drip” of news, with a plan to complete those layoffs by the end of this month.

 

He said his aim was to reduce total staff headcount to about 105,000. That compares with 128,000 across Omnicom and IPG at the end of 2024, a reduction of 18%.

 

However, following the restructure announcement, analysts from US research firm Moffett Nathanson and UK investment bank Barclays have issued separate reports that suggest Omnicom is likely to make thousands of job reductions in 2026 to hit the 105,000 target. 

 

Both Moffett Nathanson and Barclays estimated Omnicom will cut as many as 3000 additional roles. Moffett Nathanson predicted the reductions would probably fall during 2026, while Barclays suggested a longer timeframe lasting until 2027. 

 

Omnicom dismissed those numbers. “This is speculation and inaccurate,” a spokesperson told Campaign.

 

The analysts based their calculations on previous job disclosures by Omnicom and IPG, including the revelation that the two agency groups lost 10,000 people from the payroll after exiting and selling smaller and non-core agencies, such as R/GA, during 2025.

 

Omnicom has not given a date as to when it expects to reduce headcount to 105,000, and the number is thought to be only an approximate target.

 

The company previously told Campaign on the day of the 1 December restructure announcement: “All planned merger-related layoffs will be completed by the end of December.”

 

However, Omnicom and IPG each cut thousands of jobs in the last 24 months, prior to the restructure. Omnicom’s staff numbers dropped by 3000 and IPG’s employee base fell by 4100 in 2024, partly because the latter sold some agencies. IPG’s staff figures tumbled by another 3200 in the first nine months of 2025.

 

Moffett Nathanson said what it called Omnicom’s “massive near-term headcount reductions” in the wake of the restructure should lead to a higher profit margin.

 

The full extent of the job cuts and other efficiencies, such as reduced office space, will mean Omnicom should be able to increase its expected annual savings from $750m to $1bn, according to the US research firm.

 

“We think the market is underestimating the scale of these additional cuts [in terms of the potential upside in terms of improved profitability],” Moffett Nathanson said.

 

Barclays also expects Omnicom to increase savings to $1bn as a result of the restructure. “Bigger job losses mean revised synergy estimates,” the investment bank said.

 

DDB, FCB and MullenLowe are being axed and merged into other creative networks as part of the restructure.

 

Wren has maintained that employees in client-facing roles will be protected and most job reductions are likely to fall on back-office staff. About 85% of staff will be in professional roles and 15% in back office after the restructure.

 

Omnicom used a number of third-party consultants, including AlixPartners, a management consultancy, for support ahead of the completion of the IPG deal.

17286: Washing Your Hands Of Restroom Hygiene Inclusivity…?

 

Making restroom hygiene more inclusive? Given the collective anti-DEIBA+ sentiments, it sounds like something the White House—and White advertising agencies—would pooh-pooh.

17285: Strongest Job Growth In More Than A Year To Be Followed By Biggest Job Shrinkage…?

Advertising Age published the monthly employment report for US advertising, public relations, and related services—and here’s the topline summary:

 

Employment in advertising, public relations and related services jumped by 2,200 jobs in November, the strongest growth in more than a year.

 

Advertising, PR and related services

 

U.S. employment in the Bureau of Labor Statistics (BLS) classification of advertising, PR and related services increased to 494,800 jobs in November based on seasonally adjusted figures, a gain of 2,200 jobs from October.

 

That’s the biggest monthly gain since April 2024, a surprising positive sign as the nation’s overall employment picture has weakened.

 

BLS figures released today also show that ad employment in October fell by 500 jobs vs. September.

 

BLS revised September’s figure to a loss of 2,000 jobs from a previously reported preliminary loss of 800 jobs vs. August.

 

In the past six months, advertising employment showed gains in four months and losses in two months (September and October). With November’s rebound, ad employment last month was almost unchanged from where it stood in July.

 

This BLS jobs bucket includes ad agencies, PR agencies and related services such as media buying, media reps, outdoor advertising, direct mail and other services related to advertising. Ad agencies account for the biggest portion—about 45%—of those jobs.

 

Okay, but the 2,200 jobs that miraculously appeared in November will likely be offset by the 4,000 jobs Omnicom promised to globally eliminate in December.

17284: Omnicomedy Continues.

PRWeek republished Campaign UK content reporting Omnicom warned staffers that in-office requirements will be “increased over time” from the current three days per week.

 

The newly expanded White holding company forwarded the announcement via its online information hub to all employees, including former IPG workers who arrived through acquisition.

 

The in-office policy states non-compliant US employees will not get raises or promotions; plus, violators will be subject to discipline, including termination.

 

Not sure why this news warranted coverage, as it appears to be standard operating procedure at White holding companies.

 

Yet it does underscore Omnicom must sort out redundancies to people, practices, and properties.

 

In short, Omnicom drones don’t know if they’ll have a job, which White advertising agency might employ them, and/or where their cubicle will be located—but if they don’t comply with evolving in-office mandates, they’ll be fired.

 

The world’s leading marketing and sales company is leading in job insecurity too.

 

Omnicom Warns Staff In-Office Requirement Will ‘Increase Over Time’

 

In-office policy was updated in November, when Omnicom acquired Interpublic Group.

 

By Will Green

 

Omnicom has told staff that requirements to be in-office will be “increased over time” in an updated policy.

 

The holding company has made an online information hub available to staff, including Interpublic Group employees, following its acquisition of IPG on 26 November, covering a number of areas including key policies and benefits. The enlarged company will have 105,000 staff by year end, down from 128,000 a year ago, following a wave of job cuts and disposals.

 

As part of the hub, an In-Office Policy, updated in November 2025, says that current requirements to be in-office three days a week will be increased. Previously both Omnicom and IPG stipulated three days a week in the office.

 

In the UK, Omnicom is based at Bankside, while IPG has offices at Bishopsgate and Old Bailey.

 

The policy warns that staff in the US who do not comply with the policy will not receive pay rises or promotion and be subject to discipline, including the possibility of termination of employment.

 

When Campaign asked Omnicom what the consequences would be for UK staff who did not comply with the policy, the company declined to comment.

 

“Currently, Omnicom’s policy requires employees to work in the office for a minimum of three days a week, unless additional in-office days are directed by their agency or manager,” the policy states.

 

“Our objective is to increase this requirement over time, and many of our agencies as well as Omnicom’s corporate group already require five days of in-office attendance.

 

“Excused absences (eg short-term disability, vacation, sick time) and approved work at a different location (eg client office) will be considered in compliance with this policy. Requests for medical accommodation to work remotely need to be submitted to Human Resources for approval.”

 

The policy adds: “In the United States, employees who do not comply with this policy will not be eligible for a salary review or promotion, and will be subject to discipline, up to and including termination of employment. Employees terminated pursuant to this policy will not be eligible to receive severance pay.”

 

An Omnicom spokesperson told Campaign: “Omnicom's hybrid workplace policy, implemented in 2023, requires US employees to work in-office a minimum of three days per week, balancing in-person collaboration with workplace flexibility. Some of our agencies have implemented higher in-office requirements based on their business and client needs. We remain fully committed to this approach without any planned changes at this time.” 

 

In September UK industry think tank Credos released research that found half (47%) of people working in adland were spending at least one day more in the office than they preferred and less than half (45%) were happy with their office/home split.

 

In January WPP caused a furious backlash when it increased its in-office requirement from three days to four. 

 

More widely, Publicis Groupe and Havas dictate three days a week in the office, while Dentsu mandates two to three days, though all the holdcos typically allow local offices to vary patterns of work.

 

A year ago Publicis Media in the US laid off dozens of staff for failing to comply with a return-to-office policy.

 

This article first appeared on Campaign UK.

17283: On Office Holiday Parties & Holiday Partings.

 

Digiday Media’s WorkLife reported a study showed nearly 9 in 10 UK employees would prefer a benefit—like time off, a gift card, or cash bonus—versus attending a holiday office party.

 

For the new Omnicom, the number probably jumps to over 10 in 10—as the figure includes 4,000 ex-employees deemed redundant.

 

‘Bah, humbug!’ Could employee apathy mean curtains for the traditional holiday party?

 

By Tony Case

 

The office holiday party may be on borrowed time thanks to all you Grinches.

 

According to research from credit card marketer Capital on Tap, nearly 9 in 10 employees in the U.K. would rather receive some other benefit than attend another forced-fun company celebration, with more than half preferring a straight up cash bonus. Among the other popular alternatives: time off or a gift card.

 

For employers navigating squeezed budgets and growing apathy on the part of the workforce, the findings present both a challenge and an opportunity: how to foster more valued, genuine connections without relying on traditions that no longer resonate.

 

The study, based on a survey of 2,000 U.K. employees, reveals that while company socials remain somewhat popular — with nearly half of staffers agreeing they are important for fostering a positive work culture — the format and frequency of such events warrant recalibration.

 

The data also suggests a stark generational divide. More than one-third of Gen Z employees worry about being judged for not attending socials, versus 30% of boomers. Meanwhile, nearly half of millennials say they’d show up for more events if they happened during office hours — suggesting that the timeworn after-work drinks model is out of step with the emergent workforce.

 

“Company celebrations should be centered around connection, not just extravagance,” says Alex Miles, COO at Capital on Tap. “By spending thoughtfully, planning inclusively and keeping control of your finances, businesses can create memorable moments that reward hard work while staying financially smart.”

 

While nearly 8 in 10 employees believe company socials to be generally inclusive, the research uncovers some blind spots. Just two-thirds feel such events accommodate introverts, while nearly one-third say they don’t accommodate neurodivergent workers.

 

Alcohol is a dealbreaker for some. About 1 in 5 employees list pubs, bars and traditionally spirits-fueled events among their least preferred venues. By contrast, smaller, more frequent gatherings like coffee catch-ups and family-friendly events are among those increasingly valued.

 

The implications of getting company events wrong extend beyond just disappointed staffers — they can also drain company finances at a time of economic unknowns. According to gov.uk, employers may earmark nearly $200 yearly per employee on events without triggering tax liabilities. Exceed that threshold and the entire amount then becomes taxable. That means a $261-per-head event could balloon to nearly $500 once personal income taxes and national insurance charges apply.

 

“To protect your business, create a simple policy for staff socials and expenses,” Miles advises. “Ensure it’s applied consistently, covers what’s included and reinforces [tax authority] compliance. Always invite all employees, record every expense, and account for travel or accommodation in your total cost.”

 

Noting that employers can be “notoriously bad gifters” — tending toward the coffee mug or t-shirt sporting the company logo variety — employees would rather receive something they can truly use, like a gift card, an experience-based gift or a self-care option, says Mei-joy Foster, vp of talent management at gift card marketer Blackhawk Network, pointing to its own research.

 

Not everybody is down on the year-end shindig. “The workplace holiday party is back,” declares ezCater, a food tech platform used by companies like FedEx, CarGurus and T-Mobile, in its 2025 Workplace Holiday Party Trends Report. It reports that 4 in 5 employees plan to attend this year’s celebrations, up from 70% last year, while about half of companies plan to increase their party budgets. The study was based on a national survey of more than 1,000 employees and 600 workplace party planners.

 

As Robert Kaskel, VP of people at ezCater, puts it, “The workplace holiday party is critical for strengthening team connection and morale, especially for hybrid and remote teams.”

 

For companies sticking with the holiday party, loosening the purse strings might make for happier employees. A study by event planner Avital Food & Drink Experiences finds that employers investing $200 or more per person on holiday gatherings report higher satisfaction scores than companies that cheap out.

 

“When teams feel seen and celebrated, they don’t just have fun,” said founder Avital Ungar, “they build connections that last well beyond the holiday season.”