17545: On The True Meaning Of AI At Havas.

 

Adweek published a report titled: ‘No Longer AI Losers’: Havas Leans Into AI-First Identity as North America Revenue Grows

 

Havas has an AI-first identity? Only if AI stands for Ancestral Insularity.

17533: Thank God It’s French Court Day.

 

MediaPost reported an appeals court in Paris ruled Vincent Bolloré did not control Vivendi when the company split into four separate enterprises. No, Bolloré probably delegated control to his sons and privileged kin.

 

French Court Rules Vivendi Not Controlled By Bollore

 

By Steve McClellan

 

Vincent Bollore dodged a $9 billion-plus bullet earlier this week when an appeals court in Paris ruled that he did not exercise control over media conglomerate Vivendi during the period when the company divided itself into four separate companies. They included a newly independent Havas, now publicly traded on the Euronext Amsterdam Exchange. 

 

The news was reported by several European outlets including Reuters. One investor group, CIAM, said it would appeal to the French Supreme Court, reports indicated. 

 

The issue of Bollore’s control of the company has been the subject of minority shareholder lawsuits and appeals to regulatory bodies since the company split apart in 2024. Each side has won a couple of rounds.  

 

It’s not clear when the legal battle will end, but if it is determined that Bollore did exercise control, French laws would require Bollore Group to make a tender offer for outstanding minority shares of Vivendi and its spin-off companies. Analysts peg the value of that tender at between $9 and $10 billion.  

 

Vivendi issued a statement confirming the Appeals Court decision, saying it “fully confirms” an earlier court analysis that Bollore did not control the company. Bollore did not issue a comment.

17501: On Expanding The Havas Creative Network.

MediaPost recently reported Havas Creative Network—an oxymoron, for sure—created new and expanded roles for White people.

 

The spotlighted executives were not blood relatives of the Bolloré clan, so the appointments arguably show progress—emphasis and eyeroll on progress.

 

Havas Creative Network Taps Former UM CEO DeMiero For New Senior Role

 

By Steve McClellan

 

Havas Creative Network today announced the appointment of industry veteran Joe DeMiero as its Chief Client and Business Officer for North America, a new role at the firm. 

 

DeMiero was US CEO at Interpublic media agency UM for two years (2022-23). He joins Havas from Sam’s Club, where he was vice president, marketing.  

 

Separately, Maggie Connors has been upped to North America CMO, overseeing marketing and prospecting strategy, brand storytelling, industry events and partner experiences. The role is new for the region and previously Connors was global marketing and brands officer. 

 

And Pat Thistlethwaite has been promoted to North America Chief Growth & Experience Officer, overseeing “the full North America pitch operation” the firm stated. It’s an expanded role for Thistlethwaite, who previously was global CX officer, Havas CX.

17495: Bored By Publicis Groupe Board.

 

Mediapsssst reported Publicis Groupe added two White people to its board, one of whom is the son of the current vice chair of the Publicis board, as well as the grandson of corporate founder Marcel Bleustein-Blanchet.

 

The other White holding company based in France—Havas—also features nepotism at the highest ranks.

 

Maybe it’s a cultural thang. C’est la vie.

 

Two New Members Added To Publicis Groupe Board

 

By Richard Whitman

 

At its annual meeting earlier this week Publicis Groupe shareholders voted to add two new members to the board including Microsoft Chief Scientist and Technical Fellow Jaime Teevan (as previously reported) and Benjamin Badinter. 

 

Badinter is the son of Élisabeth Badinter (current vice chair of the Publicis board) and grandson of company founder Marcel Bleustein-Blanchet. 

 

Badinter, 56, has spent most of his career at the holding company, which he joined in 1995. 

 

In 2002, he was appointed head of Mediavision and Jean Mineur, an agency specializing in advertising cinema. In 2011, he was appointed Chairman Médias et Régies Europe, a Publicis specialist in outdoor, print, radio, and cinema.  

 

In 2016 Badinter acquired the publisher of Tennis Magazine and created an agency dedicated to tennis, Tennis Team Agency. Badinter owns the publisher while Publicis owns the agency.  

 

On the board, he will serve as a member of the strategic, environmental and social committee. 

17415: BTW Bolloré, Bribes, Brothers, BS.

 

MediaPost reported Vincent Bolloré will finally stand trial on political corruption charges related to allegedly bribing politicians in Africa over 15 years ago.

 

Bolloré is accused of delivering discounted services via Havas to two presidential contenders in Togo and Guinea—helping them win elections—in exchange for shipping port contracts.

 

Oddly enough, the scenario could represent a rare and unique DEIBA+ initiative for the White holding company.

 

No word yet if Bolloré will appoint one of his sons to make court appearances in his place.

 

Vincent Bolloré To Stand Trial On Political Corruption Charges

 

By Steve McClellan

 

Bolloré Group controlling shareholder Vincent Bolloré will stand trial on corruption charges related to election campaigns in Togo and Guinea from 2009 to 2011, according to Reuters which cited a statement from the French financial prosecutor’s office on Thursday.

 

Bolloré was formally arrested in 2018 when authorities were looking into allegations that Bolloré provided discounted communications services via Havas to two African country presidential contenders (both won) in exchange for contracts to run shipping port concessions.

 

While Vincent Bolloré stepped down as Chairman and CEO at Bolloré Group in 2022, he is said to remain a major influence at the firm through his control of an entity called Financière de l’Odet, the largest shareholder of the group.

 

His son Cyrille succeeded him as Chairman and CEO at Bolloré Group. Entertainment firm Vivendi and ad holding company Havas, which Bolloré Group has controlling stakes in, are both headed by another son, Yannick Bolloré.

 

Reuters reported that two other persons are co-defendants in the case, including Gilles Alix, a former board member of Vivendi, and Jean-Philippe Dorent, who is currently head of Havas International Consulting, which provides reputation management and related services.

 

The trial is scheduled to start in December, according to reports.

 

Representatives from Havas and Bolloré had not responded to requests for comment by deadline.

17753: Havas + WPP = Hahah + WPPfft.

Adweek also reported on a deal starring Havas and WPP, indicating the Bolloré dumpster is seeking a minority stake versus a merger.

 

It would’ve been too hilarious for WPP—Adland’s once-leading corporate colonizer—to ultimately be acquired.

 

Yet why is Havas even interested in partnering with a company where there are no blood ties? Such a move counters Havas’ historic nepotism.

 

In short, a potential Havas-WPP union ignites a conflict of self-interest.

 

Havas Reportedly Exploring a Deal with WPP 

 

Industry insider suggests Havas is eyeing a minority stake, versus a merger

 

By Rebecca Stewart

 

Havas is reportedly in early talks about a deal involving WPP. 

 

The French network has expressed an interest in its U.K. rival, as have private equity firms Apollo and KKR, according to The Times of London.

 

One senior advertising exec told ADWEEK the two sides were in “very serious” discussions, currently centered on how to value WPP. They suggested that Havas was eyeing a minority stake in the business rather than exploring a full-blown merger.

 

Both Havas and WPP told ADWEEK they “do not comment on speculation.” At the time of writing, Apollo and KKR did not respond to a request for comment.

 

Outsider investors have been circling WPP for months. Earlier in November, U.K.-based investor Redwheel acquired a 5.25% stake in the holding company. It was also reported earlier this year that consulting giant Accenture had considered a bid.

 

Stiffer competition for Omnicom-IPG

 

Havas has been working more closely with rival agencies as Omnicom’s acquisition of IPG nears its close.

 

In September, it launched a joint venture with Horizon to manage $20 billion in bookings and position itself as one of the world’s largest media buyers.

 

Buying a stake in WPP could give Havas a strategic foothold in one of its biggest rivals and improve both holdcos’ challenger status against a combined Omnicom-IPG goliath.

 

Havas CEO Yannick Bolloré said he would consider “significant” merger and acquisition deals after Havas spun off from its former owner Vivendi in December 2024, and it’s within the Bolloré family playbook to acquire stakes in rival marketing companies with the intent to merge.

 

In the mid-2000s, Vincent Bolloré, Yannick’s father, purchased a stake in Aegis Group with the intent to merge it with Havas. That vision never came to fruition, and Aegis was eventually sold to Dentsu.

 

If Havas does buy into WPP, it would be an opportune time to grab a stake in what was once the world’s most valuable ad network. WPP had a £24 billion valuation at its peak in 2017, but its share price has fallen around 65% since the start of 2025.

 

By contrast, Havas has been on a steady upswing over the last year, reporting a record net revenue of $2.3 billion (€2 billion) for the first nine months of 2025.

 

Despite its troubles, WPP still dwarves Havas. The latter has 23,000 staffers and a market cap of $1.6 billion (€1.45 billion), compared to WPP’s 110,000 staffers and $4.1 billion (£3.1 billion) market cap. 

 

WPP’s future in the air

 

WPP’s future is anything but certain. Its new CEO, Cindy Rose, has called the company’s 8.4% revenue decline in Q3 “unacceptable” and has a turnaround plan that includes a big bet on AI. WPP is staffing up accordingly, having named Elav Horwitz its first chief innovation officer, a new AI-focused role.

 

WPP has also enlisted consulting firm McKinsey for a strategic review, and some are betting against its recovery. Recent U.K. regulatory filings show eight hedge funds, including Millennium and Marshall Wace, have been shorting WPP’s stock.

 

This week, Rose and chairman Philip Jansen each acquired 50,000 shares in the company, investing more than $184,000 (£140,000) apiece.

 

WPP declined to comment on the unexpected share purchases, which were widely interpreted as a deliberate signal of confidence to the market.

17042: How Nepotism Pays Off.

 

Mediapsssst reported Havas CEO Yannick Bolloré pocketed a significant compensation bump in 2024, despite the White holding company’s organic revenue decline.

 

Bolloré’s response was probably, “Thanks, Dad.”

 

Havas CEO Bollore’s Compensation Soared 2.7 Times In 2024

 

By Richard Whitman

 

Havas Group didn’t grow last year—its 2024 organic revenue decline was 0.8%—but CEO Yannick Bollore’s compensation grew by a lot. 

 

According to the company’s recently issued annual report Bollore’s total compensation last year was nearly 10 million euros (about $11.4 million). That included a 1.5 million base salary, long and short-term incentive bonuses and other benefits. 

 

By comparison, in 2023 Bollore’s total compensation was about 3.7 million euros. The company grew 4.4% that year and has projected it will grow 2%-plus in 2025. 

 

WPP lost ground last year as well with an organic decline of 1%. CEO Mark Read took a 15% cut in total compensation.

 

Bollore’s pay is just a small portion of the value he derives from Havas. He owns 3% of company shares—making him one of the largest single shareholders—and other Bollore entities own an additional 31.05 of company shares. 

 

The company returned to the public markets late last after being a subsidiary of Vivendi since 2017. Shares are down 22% on the Euronext Amsterdam stock exchange since trading began on December 16.  

 

At its annual meeting in May the firm will propose a 1-for-10 reverse stock split as part of a plan to boost the stock price. It also plans to buy back up to 10% of outstanding shares over the next 18 months and offer a dividend (0.08 euro per share).

16752: Probing Potential & Privilege For Interns.

 

At The New York Times Magazine, Kwame Anthony Appiah presented provocative perspectives on privilege pertaining to interns. There are implications and considerations for Adland, where most White advertising agencies’ internships are rife with privilege, politics, performative PR, and prejudice—from nepotism to cronyism to sexism to school favoritism.

 

16706: Job Interviews Are Family Affairs.

 

According to the image depicted above, FOX News reported that employers say 19% of recent college graduates have brought a parent to their job interview. Havas CEO Yannick Bolloré sees nothing wrong with that.

 

16632: Delayed WTF 59—Havas CEO Yannick Bolloré On AI, DEIBA+, And BS.

 

MultiCultClassics is often occupied with real work. As a result, a handful of events occur without the expected blog commentary. This limited series—Delayed WTF—seeks to make belated amends for the absence of malice.

 

The following Cannes interview is about a year old—and a companion to the WPP CEO Mark Read performative PR covering the same AI and DEIBA+ topics—yet warrants color commentary too.

 

Havas CEO Yannick Bolloré—poster child for nepotism in Adland—delivers another monologue that feels AI-generated and Chief Diversity Officer-delegated.

 

Bolloré’s DEIBA+ dedication is declared via heat shields advocating for girls with autism and people with disabilities, worthy causes that represent divertsity vs diversity—and Eurocentric divertsity to boot.

 

Contrary to their canned contentions, the CEOs of holding companies—especially those like Read and Bolloré, who are White male multimillionaires leading lives of extraordinary privilege—might be least capable of grasping the imperatives for authentic diversity. Hell, their true understanding of AI is probably equally uniformed.

 

The result is a mindless merger of corporate cluelessness and cultural cluelessness, rivalling the clumsy combinations of White advertising agencies routinely orchestrated by White holding company leaders.

 

Holding company chiefs on AI and inclusion: Yannick Bolloré

 

In the first in a series of interviews with the holding company chiefs ahead of Cannes, Havas’ Yannick Bolloré answers questions about the role of both in his business

 

By Yannick Bolloré

 

With the Cannes Lions festival about to celebrate its seventieth anniversary, and with pressure from both within and outside holding companies for demonstrable change, we asked the holding company chiefs to talk about the role of diversity — and how AI could impact upon it.

 

As CEO of Havas, what lessons have you learned about the role of diversity in the success of your business, and the work you do for your clients?

 

Diversity is paramount to us at Havas, as our business relies on individual talent, vision, and creativity. We would not even exist without all the different backgrounds, cultures, and languages that fill our offices around the world, and work together to achieve better outcomes than they would alone.

 

We believe it is crucial to include a diversity of voices within our agencies, leveraging different perspectives to constantly push us forward. That is why we are committed to building an inclusive culture where everybody feels they belong, can be themselves and thrive. We have made it a priority to increase the diversity of our teams and ensure that inclusive thinking is at every stage of the strategy ideation process so that perspectives are integrated from the beginning to the end, to inform how the work gets created.

 

We also help brands better engage with their communities through authentic messages and experiences, by using the power of our creative ideas to drive meaningful change in the world we live in. Our recent campaigns “Me, my autism and I” for Vanish, which aims at giving a voice to young girls with autism, and “Paris Anne de Gaulle airport”, raising the visibility of disability in our society, are great examples of this ambition.

 

Critics say that AI is already reinforcing and exacerbating many challenges already faced by society, such as bias, discrimination and misinformation. How do you think this is going to impact the use of AI in advertising and marketing?

 

The development of generative AI is a revolution and there is no doubt that AI will play an increasingly important role in our industry. While exploring its fast-growing potential and using it as a source of inspiration and acceleration for all our areas of expertise, it is crucial for us to be very cautious about its legal implications, as well as its limitations in terms of inconsistencies, inaccuracies, and inherent biases.

 

It is our collective role and responsibility to focus on how AI can assist us and our creative minds in the development of our work, not the other way around, and continue making a meaningful difference to society as a whole.

16478: Breaking Up The Family Empire…?

Adweek reported on the possibilities posed by a sale of Havas and other enterprises in the Vivendi outhouse empire, including critical commentary on the currently connected companies.

 

“[Havas] is also a relatively unprofitable, complicated and unwieldy part of the group. They are undersize in the U.S. and in media,” according to an anonymous former Havas executive. “And, despite what the release says, they have been very reluctant to make big acquisitions—Havas and [Vivendi] will never get scale without that.”

 

Hmmm. The critic clearly does not have blood ties to the Bolloré Billionaire Boys Club.

 

An Independent Havas Could Lead to Structural Changes and Acquisitions

 

Owner Vivendi will consider spinning off the agency network to drive growth

 

By Stephen Lepitak

 

French media company Vivendi’s announcement that it’s exploring a sale of Havas—as well as sister company Canal+ Group and stakes in publisher Lagardère and Telecom Italia—could unlock more value for the agency, making it attractive to potential buyers, sources tell Adweek.

 

The potential sale follows the partial sale of record label Universal Music Group (UMG) in 2020, when 10% was acquired by a consortium led by Chinese media company Tencent. Since the listing of UMG, Vivendi has seen a substantially reduced valuation, meaning growth for its subsidiary companies has been limited.

 

“In 2020, Havas was a mere 15% of Vivendi’s revenues, with UMG and Canal+ dominating the numbers and holding center stage,” said Green Square partner Barry Dudley. “When Universal was spun out in 2021, Havas shifted toward the limelight at just under 30% of revenues. If the next step is a stock exchange listing all to itself, Havas will suddenly be putting on its own show.”

 

In the six years since Vivendi acquired the remaining 59.2% stake in the advertising agency held by the Bolloré Group, the ad industry has gone through a fairly tumultuous period of change, as client demand for digital transformation strategies and the advancement of artificial intelligence have disrupted the commercial creative sector.

 

Unlocking value for future owners

 

Havas is the fifth-largest communications agency network globally and has been led by chairman and chief executive Yannick Bolloré for the last decade. He also serves as chairman of the board at Vivendi.

 

“If it is to unlock the additional value that is being held back within Vivendi, it is going to need to be quickly communicating a very clear and purposeful strategy,” Dudley explained.

 

Adweek understands that on Friday, a meeting was held with leadership within Havas to reassure them over concerns that arose from the surprise company announcement.

 

Further speculation has indicated that Havas could become a takeover target to merge with a rival agency network group, or potentially a consultancy such as Deloitte or Accenture looking to improve its creative and media credentials.

 

According to Vivendi’s third-quarter results, released in October, Havas’ net revenue was $714 million (654 million euros), with organic growth year-over-year of 4.5%. That followed second-quarter organic growth of 6.3%.

 

“[Havas] is also a relatively unprofitable, complicated and unwieldy part of the group. They are undersize in the U.S. and in media,” said one former Havas executive who requested anonymity. “And, despite what the release says, they have been very reluctant to make big acquisitions—Havas and [Vivendi] will never get scale without that.”

 

Ownership, acquisitions and agency structure

 

It is thought that even with going public, the Bolloré family would continue to run the businesses outside of Vivendi’s direct ownership.Dudley explained that the agency network’s strength was its creative business with Havas owning 148 agencies worldwide, including agency network BETC. These are based across its 73 “villages.”

 

This could lead to Havas following the WPP strategy of consolidating agencies to simplify the structure for clients.

 

Former Dentsu International and WPP executive Euan Jarvie, who now acts as chairman, investor and adviser for companies, believes that the major holding companies still have transformational challenges in their structures with the rise of consultancies entering the ad market, making driving scale even tougher.

 

“The next few years will [see] a rise of more indies and much more of a struggle for large corporates in and outside the ad market,” Jarvie said. “There is still lots of money in the markets for equity of capital investors to get into this space.

 

“All industries disrupt themselves generationally or evolutionary from time to time,” Jarvie added. “Advertising is doing both, so now might be a great time for Vivendi to consolidate and get value back in from some of its assets.”

 

Dudley added that the business will already be looking for its next high-profile acquisition deal following that of creative agency Uncommon earlier this year, with an eye on either Asia or the Americas.

 

“One thing is for sure: Doing deals is going to be fundamental in the mid-term,” Dudley said.