17332: Delayed WTF 66—On Hiring Local.

 

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.

 

Advertising Age published a perspective recommending White advertising agencies hire local talent, especially to serve regional clients.

 

Okay, but will local hiring reflect regional demographics?

 

According to recent US Census data: Black residents make up approximately 47%–48% of the population within the city limits of Atlanta, Georgia; Blacks make up roughly 42% of the population in Richmond, Virginia; In Chicago, Illinois, the Black population is 28%–29% of the city; Blacks in Dallas, Texas, comprise around 23%–24% of the city’s total population.

 

Will Blacks employed at White advertising agencies in such areas be fairly represented? Ditto other racial and ethnic minorities?

 

Sorry, White advertising agencies do not invest in local talent through a DEIBA+ lens.

 

There is a continuing reinvestment in systemic racism.

 

Why agencies should invest in local talent to serve regional clients

 

By Kristi Lind

 

Remember those flush days when agency networks were made up of multiple regional offices servicing key markets in client verticals? Then we became a data-driven industry engaged in a frothy arms race for audiences, and the in-person approach began to wane.

 

It’s a far cry from where we are today, as agency land has become the protagonist in a modern-day war of attrition. The age of client procurement has been marked by a general confusion about agencies’ value proposition, with consultancies encroaching upon their turf. Then the pandemic happened, which made agency real estate prohibitive in many markets and #WFH has become an ongoing bone of contention with talent.

 

These macro industry trends over the years have had many knock-on effects, namely, agencies’ struggle to partner with and service clients with comprehensive regional needs. Many agencies cite shifting resources and P&L pressures.

 

At the end of the day, clients will demand speed and nimbleness from their agencies and will not think twice about finding it elsewhere. While there are challenges, an agency can figure out a paradigm that fits the modern age.

 

Here are three best practices to embrace:

 

IRL is where client relationships are forged

 

Against relentless cost headwinds, some agencies may be tempted to conduct business virtually. It may sound quaint, but the personal touch never goes out of style. For regional and local clients, an agency needs to have talent in the market.

 

Local talent knows how to solve local problems, and their presence is powerful in building client trust. Or it could be an agency over-indexing on staff to service the account with a good balance of virtual and in-person interaction.

 

It makes sense to have your agency lead drive half the day to see an out-of-town client; the opportunity cost is well worth the trust, rapport and creativity that can be nurtured in efficient strategizing, planning and rapport-building. This is how trust is built and how solutions are hatched. This is where inspiration can lead to new avenues of brand expression and engagement, more so than over the flatness of email or the detached interaction on Zoom.

 

Geography is just as important now as 10 years ago

 

The granular understanding of nuanced differences in specific markets is vital for modern success. Fixating on the “must-win” markets, states and ZIP codes, mapped against client strongholds, is mission-critical in growing market share across key verticals.

 

Invest regional business savvy

 

“Do more with less” is a mantra that has come to dominate the agency business in recent times. But adequate investment in talent resources can be a strong differentiator. Even if you don’t have a regional office in a particular market, if you have the headcount and the expertise, it will be easier to allocate talent to those markets on an as-needed basis.

 

Technology has made us better. AI certainly lightens the administrative load—no more banging out client reports at a rest stop—and it allows us to be smarter, faster and more efficient with media buying and campaign management.

 

Technology can solve some troublesome back-of-the-house challenges, but agencies mustn’t lose sight of the equal importance of the front of the house. As transformational as tech’s impact may be, there is no replacement for IRL relationship-building. Tools are additive to the foundational human bond forged between the client and the agency team.

 

This bond of trust is increasingly vital against the backdrop of the dizzying speed of channel proliferation and fragmentation. With the stakes even higher, business at the speed of IRL should be driven by seasoned and talented humans, supported by best-in-class tech.

 

Properly running regional client business is certainly not for the faint of heart. It’s been all too easy for agency heads to rationalize marginalizing or even giving up on regional business in today’s tough climate. Or you could just double down and prove to clients that they can trust you to deliver on a sophisticated regional strategy with diligence and vigilance.

17331: Expelling Excrement On The CMOs’ Expectations Study.

 

More About Advertising reported on the European Association of Communications Agencies (EACA) CMOs’ Expectations Study, which revealed what CMOs really want from White advertising agencies.

 

The study spotlighted an obvious contradiction. Specifically, CMOs are seeking relationships built on trust and deep business involvement—yet they prevent the possibilities via constant pitching and switching.

 

Not mentioned in the study is how CMOs perpetuate systemic racism in Adland by pursuing partnerships from an exclusive pool of White advertising agencies.

 

What’s more, CMOs comprise an exclusive, predominately White group themselves.

 

After all, there’s plenty of data showing non-White advertising agencies are underrepresented, underutilized, and underpaid by clients. The few shops receiving assignments are compensated with crumbs.

 

Sorry, the CMOs’ Expectation Study shows CMOs can be expected to deliver deliberate discrimination, disinterest, and disrespect.

 

EACA report: do clients actually want real agency partners?

 

By Stephen Foster

 

A new report from the European Association of Communications Agencies (EACA) with Kantar, reveals the contradiction at the heart of what clients want from their agencies.

 

The CMOs’ Expectations Study reveals that nearly all (94%) clients believe agencies can be true partners they can trust but they continue to undermine the process of building trust by constantly holding pitches and changing partners.

 

Nearly half of those questioned ran a pitch within the last year, and 65% of those resulted in an agency change. Such constant turnover makes it harder to agencies to behave as true partners and produce more effective communications. Research into Effie Europe 2025 entries reveals that partnerships that have lasted five years or longer are far more effective and successful than those that have shorter tenures.

 

The report, designed to help agencies understand how they can better meet client needs, is the most comprehensive European study to date on what CMOs expect from their agencies, based on responses from 141 different companies in 22 European markets, with 95% of respondents in marketing/communication or top management roles across a broad range of brand-driven sectors such as consumer goods, banking, insurance, energy, tech and services.

 

EACA worked closely with Kantar to analyse responses, using both closed-question analytics and open-ended semantic analysis, delivering both a clear ranking of CMO priorities and a deeper understanding of the emotional and cultural expectations shaping today’s client–agency relationships.

 

The result is a clear hierarchy of what truly convinces CMOs when choosing an agency, or to continue to work with an existing partner. Trust (49% first choice) and deep business involvement (41%) emerge well ahead of creativity. However, both can only really develop over time and are constantly undermined by inefficient repitching, where six out of 10 winning ideas are never even implemented.

 

Creative excellence remains important (it’s a Top Three factor for 72% of respondents), but only when paired with strategic intelligence, operational reliability and strong brand stewardship.

 

“This report confirms the anecdotal evidence from the industry that the agency remit is continuing to expand, with client expectations at an all-time high, while output timelines are shrinking,” says Charley Stoney, CEO of EACA. “It is critical that the industry tackles these expectations and work with advertisers to help them flex remuneration models that pay for this expanded remit, included technology investment. It supports the EACAs opinion that agencies need to move away from the time-based payment structure towards an agile model that works with a blend of human and artificial intelligence services.”

17330: ICYMI ICE RFI WTF.

 

MediaPost reported ICE issued an RFI for “Big Data & Ad Tech”—although it’s not clear what the hell that means. Here’s the RFI Purpose verbatim:

 

This RFI is seeking market research information to obtain industry feedback from qualified professionals that could provide operational platforms and data services. It is the Government’s intent to select several respondents to this RFI to present a live demonstration of their operational capabilities, platforms and data services that can support the overall need. This RFI does not constitute a solicitation, nor does it commit the Government to issue a solicitation or make an award.

 

It’s also unclear if White advertising agencies and White media firms might respond, especially since so many are touting data and tech capabilities.

 

Plus, would the RFI ultimately lead to an RFP and subsequent pitch?

 

It’s a mysterious scenario. If advertising agencies engage in an account review, will Latino shops be invited to participate?

 

And if ICE doesn’t like an RFI response, would the submitting enterprise be subject to detainment, deportation, and/or deadly force?

 

Finally, President Donald J. Trump might earn a repeat for White Man Of The Year honors.

 

ICE Issues RFI For ‘Ad Tech Compliant’ Data

 

By Wendy Davis

 

Immigration and Customs Enforcement appears to be exploring whether it can harness ad-tech data for investigations, according to a request for information published late last week in the Federal Register.

 

The agency is “gathering information to better understand how the industry’s commercial Big Data and ad tech providers can directly support investigations activities,” the request stated.

 

ICE added that it aims “to understand the current state of Ad Tech compliant and location data services available to federal investigative and operational entities, considering regulatory constraints and privacy expectations of support investigations activities.”

 

ICE didn’t explain what it means by the terms in its request, including the phrase “Ad Tech compliant.”

 

The organization also suggested it’s interested in software capable of handling complex datasets.

 

ICE writes that it is “working with increasing volumes of criminal, civil, and regulatory, administrative documentation from numerous internal and external sources,” and is “assessing the marketplace for ... solutions comparable to large providers of investigative data and legal/risk analytics.”

 

The agency did not respond to MediaPost’s request for comment.

 

ICE says its request is “solely for market research, planning and information gathering purposes and is not to be construed as a commitment by the government to issue a subsequent solicitation.”

 

Nonetheless, the request is “alarming,” says John Davisson, a deputy director at the Electronic Privacy Information Center.

 

“It is a really troubling distillation of the alignment between commercial surveillance and state surveillance that has been growing for a long time now,” he tells MediaPost.

 

ICE already has deals with tech companies that offer information that can be used to identify individuals.

 

Among other examples, the agency has purchased facial recognition technology, and reportedly has tapped Palantir to develop a tool capable of determining home addresses of specific individuals ICE wants to detain and deport.

 

Privacy advocates and some federal lawmakers have long raised concerns about the sale of commercial data to the government, arguing that law enforcement agencies shouldn’t obtain non-public data without first seeking approval from a judge.

 

Last year, the House passed the Fourth Amendment Is Not For Sale Act (HR 4639), which would have required federal law enforcement and intelligence agencies to obtain a court order before buying personal information from data brokers, and also prohibit government agencies from purchasing data obtained through deception or violations of a privacy policy.

 

The Senate has not passed the measure.

 

The ad industry group Network Advertising Initiative supported the bill, as did more than 40 advocacy organizations including the Center for Democracy & Technology, Electronic Frontier Foundation and Free Press.

17329: Delayed WTF 65—On Blackweek Awards.

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.

 

Adweek reported Blackweek partnered with Cannes Lions to launch its first awards program, designed to “celebrate work that moves representation forward, both in the creative itself and the teams behind it.”

 

Blackweek, its founders, and operating crew deserve respect. Full stop.

 

Yet can’t help but feel the awards angle represents a concession of sorts.

 

It’s a common stunt in Adland to generate interest—and income—by introducing trophy contests. Adpeople love shiny hardware more than they love hip hop.

 

Is another non-White awards spectacle necessary? Aren’t matters covered—albeit in segregated, underrepresented style—by ADCOLOR®, ANA Multicultural and Inclusive Marketing Excellence Awards, and 4As MAIP Awards? Not to mention performative PR, pseudo philanthropical propaganda, and heat shields fabricated by prominent White awards sources.

 

Teaming up with Cannes Lions sorta compounds the outrageousness too.

 

Sorry to close on a cynical note, but here it is:

 

In Adland, you can’t beat the system. Or the systemic racism.

 

Blackweek and Cannes Lions Partner on Awards Centering Representation 

 

The awards program will debut at Blackweek 2026.

 

By Alison Weissbrot

 

Blackweek, an industry forum dedicated to advancing business by helping brands, creators, and innovators connect with culture, is launching its first awards program in partnership with Cannes Lions. 

 

Debuting at Blackweek 2026 next October, the awards, which are in the process of being WARC-certified, will celebrate work that moves representation forward, both in the creative itself and the teams behind it. 

 

Blackweek and Cannes plan to announce categories, submission timelines, and an official name for the awards in the coming weeks. Both agency and client teams are eligible to apply. 

 

While some categories will focus directly on representation, others will purely be about the work, Andre Gray, Blackweek founder and chief activation officer, head of culture and entertainment, Havas Lynx.

 

“We want to just be like, ‘This is the best work.’ That’s what we’re geeked about,” he said. 

 

The key difference between these and other industry awards, however, will be the diverse pool of jurors evaluating the work from their different backgrounds and perspectives.

 

“Being in those jury rooms where I have to argue for the cultural relevance, the cultural competency, the nuance—we need something that is going to have that type of integrity,” Gray said. “We’re creating jury rooms where you don’t have to educate.”

 

Cannes Lions will consult closely with Blackweek on the awards, lending its expertise, processes, judging criteria, and other aspects of its blueprint. Both parties are still working out financial and ownership details of the partnership. 

 

“We’re taking the equity, the integrity, and the trust that we have with the Black and Brown community and combining it with the best-in-class awards,” Gray said. “Our strategic partnership and endorsement from Cannes Lions is about soaking up their blueprint, not reinventing the wheel.”

 

In a statement, Simon Cook, CEO of Cannes Lions, added that the organization is “proud to support and endorse the Blackweek Awards, and glad to share our experience in shaping world-class benchmarks that drive economic and societal change.”

 

“The Blackweek Awards are a necessary and powerful evolution in how we celebrate creativity—one that ensures historically marginalized voices are not only heard but celebrated on a global stage,” he continued. 

 

A different starting point

 

The launch of the awards comes on the heels of another successful Blackweek, which drew 2,000 attendees to its annual forum in New York City from Oct. 6-9, which is up from 1,300 attendees at its inaugural event in 2024. According to Gray, Blackweek has grown more than 200% in sponsorship and ticket sales year-over-year. 

 

While Blackweek’s founders didn’t always plan to launch an awards program, the support from Cannes Lions will allow them to provide the rigor needed to create a credible new industry program, Gray said. 

 

“We want to give a Cannes Lions-level experience, but do it with the trust and integrity that we have in our community,” he added. 

 

For Cannes, the awards can help accelerate change more rapidly outside of its jury rooms, which “can only move forward so quickly,” Gray said.

 

“We need to create a different room of people, so that they can also look at work and say, ‘From our vantage point, this is the work that should be heralded.’”

 

Like Blackweek, the awards will focus on quality and start from the perspective of underrepresented groups “and their safety, recognition, and community,” instead of “starting de facto from the winners of history, which are white, male, cis, heterosexual,” Gray said. “When you come from a different place, your solutions are very different.”

 

They also aim to give diverse people recognition that can translate into cultural capital in an industry where there’s pressure to stand out while doing more with less. 

 

“The easiest way to get known for your work is to get recognized for your work,” Gray said. “Awards do so much for people. That’s the work that some young person is going to look at today or in 10 years, and say, ‘I need to be like that.’”

 

CORRECTION 10/15/25 at 10:25 am ET: A previous version of this article stated that Blackweek’s awards are WARC-certified. It has been updated to reflect that the awards are in the process of being WARC-certified.

17328: ICYMI USPS RFI BS.

MediaPost reported the US Postal Service retained a White search consultancy; plus, an RFI has been issued to White advertising agencies and White media firms.

 

The USPS and consultancy insist the RFI represents an exploratory exercise, and a competitive pitch has not yet launched.

 

Expect the following delivery process: RFI > RFP > RIF

 

Also, non-White advertising agencies and media firms can count on collecting crumbs and experiencing Prime Redlining.

 

Neither snow nor rain nor heat nor gloom of night stays these [White] couriers from the swift completion of their appointed [discriminatory] rounds.

 

Postal Service Issues RFI, Taps JLB To Study Ad Market

 

By Steve McClellan

 

In advance of a likely competitive pitch for new media and creative agency assignments, the US Postal Service has retained search consultant JLB + Partners and issued a request for information to a number of media and creative shops.  

 

USPS spent approximately $150 million on net media expenditures in 2025, according to agency research firm COMvergence. 

 

A spokesman for the postal service stressed that it has not yet launched a formal review for new agencies. 

 

Instead, he said it is “performing ongoing market research regarding the advertising and media services market and issued a Request for Information (RFI) in December ... to both creative and media agencies.” 

 

JLB, the spokesman added, “is supporting this effort as a consultant focused on market trends. The RFI is not a competitive Request for Proposal (RFP) concerning any potential future requirements.” 

 

In recent years USPS has worked with McCann Worldgroup and its agency MRM on campaigns.

17327: On Bringing Back Black Blasts From The Past.

The previous post on Dos Equis spotlighted a common practice among White advertising agencies, whereby iconic campaign characters are revived and/or resuscitated to reinvigorate a brand.

 

The reintroductions include gushing from CEOs, CMOs, and CCOs, revealing sales were best during promotions of the past, the updated critter will ignite a boring category, the public demanded the reappearance, blah, blah, blah.

 

Has anyone considered bringing back Aunt Jemima, Uncle Ben, and Rastus?

 

The same marketing criteria mentioned above can surely be applied to the famed triumvirate.

 

Hell, Honey Bunches of Oats once coaxed Diana Hunter—the Honey Bunches of Oats Lady—out of retirement.

 

Who’s next—Mia the Land O’Lakes Native American Maiden, the Frito Bandito, and Annie the Chicken Queen?

 

Cry “Havoc!” and let slip the dogs of war!

17326: An Adverse Reaction For A Clio Health Initiative.

 

A Clio Health Initiative — Women’s Health Platform should be retitled Divertsity Dumpster, allowing predominately White advertising agencies to display performative propaganda and scampaigns professing faux concern for women’s health issues.

 

It represents another example of medical waste in marketing.

17325: Dos Equis, Mas Icky.

 

Advertising Age and Adweek published lengthy content—which likely represents professionally orchestrated product PR—on Dos Equis reviving its iconic Most Interesting Man campaign.

 

Resuscitating old concepts is common in the beer category, presenting the least interesting manner to reinvigorate a brand.

 

Why wasn’t this maneuver executed entirely by AI?

 

It would be Artificial Intelligence generating Average Innovation, inspiring Alcoholic Intoxication, brought to you by Anglo Insights.

 

Stay Thirsty, My White Friends.

17324: WPP Production Reconstruction Introduction.

 

MediaPost reported WPP is dumping all White advertising agencies’ production operations with the White holding company’s production unit Hogarth Worldwide to create a global pile of shit called WPP Production.

 

Adweek reported no layoffs resulted from the consolidation, and the appointed lead bullshit artist of the newly formed dung heap insisted the maneuver is not a cost-cutting scheme.

 

WPP CEO Cindy Rose gushed WPP Production represents a “cornerstone of our strategic vision to integrate our services, making it easier for clients to access WPP’s full spectrum of capabilities... This is about delivering exceptional value and setting new benchmarks for the quality and scale of content production worldwide.”

 

Wow. Did WPP Production produce the Kool-Aid Rose is guzzling—and pouring down the throats of WPP drones worldwide?

 

WPP Unifies Production Ops, Puts Glasson In Charge

 

By Steve McClellan

 

WPP has reorganized its global production operations under the newly created WPP Production, which consolidates holding company production unit Hogarth with production operations at agencies across the company such as Ogilvy and VML.

 

The Hogarth brand is being retired and its Global CEO Richard Glasson will oversee the reorganized operation.

 

With the new setup, all of the holding company’s production teams will operate on a single platform driven by WPP Open’s production technology and AI-powered workflows.

 

The move follows WPP’s recent investment in a major content and virtual production studio in London. And now WPP Production will open an undisclosed number of additional studio locations around the world. The aim, per the company: Ensuring always-on access to facilities so that clients will get faster turnaround times, great cost-effectiveness, and access to more innovative and diverse production solutions. 

 

“Bringing all of WPP’s craft expertise together in WPP Production reinforces our position at the heart of WPP’s integrated offering,” stated Glasson. “It allows us to activate the full collective power of WPP — its talent, creativity, technology and data — to redefine content creation.” 

 

WPP CEO Cindy Rose added that the reorganization of the company’s production services serves as a “cornerstone of our strategic vision to integrate our services, making it easier for clients to access WPP’s full spectrum of capabilities... This is about delivering exceptional value and setting new benchmarks for the quality and scale of content production worldwide.”

17323: Omnicom Executes Experiential Expulsion.

 

MediaPost reported Omnicom appears to be continuing the pruning started by acquired IPG, selling White experiential agency Jack Morton to The Riverside Company, which will then lead to a merger with competitor White experiential agency Impact XM.

 

It’s quite a game of marketing musical chairs, likely leading to radical restructurings, redundancies, and RIFs.

 

In short, staffers can expect an experiential event unlike anything they’ve ever executed.

 

Omnicom Sells Jack Morton, Will Merge With Impact XM

 

By Steve McClellan

 

Jack Morton, Omnicom’s global experiential agency is merging with competitor Impact XM and going private by way of a private equity-backed deal. Omnicom acquired Jack Morton when it bought Interpublic last year. 

 

The majority owner is financial firm The Riverside Company. XM CEO Jared Pollacco will become CEO of the combined agency, which will retain Jack Morton branding. Jack Morton CEO Craig Millon will become global president. And Josh McCall, who ran Jack Morton from 2003 until 2022 is coming out of retirement to serve as executive chairman of the firm’s board of directors.  

 

The combined firm will have over 1,000 staffers across 20 offices spanning North America, Europe, Middle East and Asia Pacific. 

 

Services include orchestrating conferences, brand activations, trade shows, activations, corporate events and more.  

 

The deal is subject to “customary closing conditions,” and is expected to be completed in the first quarter.  

 

“We’re building an agency ready for a marketing landscape reshaped by AI, one that keeps real, human experience at the center,” stated Millon. 

 

Pollacco added that the merger “brings together the impact of XM’s unified experiential approach and Jack Morton’s global scale and creative strength.”