17607: WPP Production Bids Farewell To Exclusive Bidding.

 

Campaign reported WPP Production has taken down its guidance on rigging the bidding system, a scheme that instructed staff to “actively convince” clients to assign all production work exclusively to the single White operating company, effectively avoiding the standard triple bid process.

The Trusted Growth Partner For The World’s Leading Brands appears to have reconsidered the questionable ethics and lack of transparency posed by such a maneuver.

Looks like WPP Production will have to earn jobs based on performance and capabilities—quite a challenge for the global flaming dumpster. Yikes.

17450: Campaign Wins Best DEI Coverage Of Worst DEI Industry…?

 

Campaign announced its US publication won Best DEI Coverage at the 72nd annual Jesse H. Neal Awards.

 

Okay, but covering DEIBA+ in Adland—as a trade publication—involves presenting content to a disinterested, indifferent, and/or insular audience.

 

Campaign US wins Best DEI Coverage at 2026 Neal Awards

 

The prestigious editorial award marks a first for the US business publication.

 

By Campaign Staff

 

Campaign US won a top honor at the 72nd annual Jesse H. Neal Awards in New York City on Tuesday.

 

The U.S. advertising publication received the award for Best DEI Coverage in the category of brand revenue of less than $3 million. The Jesse H. Neal Awards are deemed the most prestigious editorial honors in the field of specialized journalism, often referred to as “Pulitzers of B2B journalism.” Named after Jesse H. Neal, the first managing director of American Business Media, the Neal Awards were established in 1955 to recognize and reward editorial excellence in business media. 

 

“We are proud to receive this award and be recognized for our efforts to ensure our editorial coverage is a reflection of today’s world,” states Luz Corona, editor of Campaign US. “As the only all-women reporting team in the advertising industry, Campaign US organically brings forth diverse expertise and lived experiences in its reporting. We are united in our commitment to tell the stories of the creatives behind breakthrough work and hold the industry accountable in important areas such as diversity and equity, workplace policies and issues and cultural blunders.”

 

Campaign US takes a sharp focus on the U.S. advertising market, backed by the power of a global network of journalists and leading industry brands. Its mission is simple yet critical: In a volatile, uncertain and divided world, Campaign makes sense of the things that matter in the advertising industry and “help our people solve problems, be inspired and be better informed.” This mission reflects the larger commitment to impact and sustainability shared by its parent company, Haymarket Media Group, which recently earned B Corp certification.

 

Examples of Campaign coverage include:

 

The Cannes Lions inclusivity report: Who’s really being seen — and who’s still missing?

Data journalist Cecilia Garzella examines 50+ winning/shortlisted U.S. ad campaigns from the 2025 Cannes Lions International Festival of Creativity, based on SeeMe Index's responsible AI analysis.

 

PSAs from CoorDown, Ad Council and AARP sound off on ‘Pretirement’ and World Down Syndrome Day

Senior reporter Leslie Blount highlights Public Service Announcements addressing "Pretirement" (relevant to Black women’s low retirement savings) and World Down Syndrome Day, also covering organizations promoting accessibility, a compelling issue amid political cuts to disability benefits.

 

6 Black executives sound off on the obstacles and opportunities ahead

Blount gauges how top Black ad execs have managed day-to-day business in the face of the Trump administration’s strident anti-diversity rhetoric in early 2025.

 

The Best DEI Coverage award was presented to the Campaign US staff, which includes: Luz Corona, editor of Campaign US; Leslie Blount, senior reporter; Cecilia Garzella, data journalist; Julia Walker, reporter; Emma Thumann, reporter.

 

Campaign’s sister publications in the Haymarket Media portfolio also brought home Neal Awards. MM+M was awarded Best Single Issue of a Tabloid/Newspaper/Magazine for a brand with revenue between $3 million and $7 million for its 2025 Agency 100 issue. PRWeek won Best Podcast for a brand with revenue between $3 million and $7 million helmed by senior producer of podcasts Bill Fitzpatrick.

17413: IBM Dumps BM On WPP.

 

Campaign reported Ogilvy is no longer the White advertising agency of record for IBM, ending a 32-year alliance.

 

That surely adversely affects WPP CEO Cindy Rose’s chances of collecting the full $19.1 million payout spotlighted in a previous post.

 

Looks like Rose couldn’t leverage any relationship connections from the IBM and Microsoft partnership.

 

It’s not a good sign for the White holding company—er, White single operating company—aspiring to be a trusted growth partner for clients in the era of AI.

 

IBM and Ogilvy end 32-year creative partnership

 

The WPP-owned agency has been the technology brand’s creative AOR since 1994.

 

By Luz Corona

 

Campaign has learned that WPP’s Ogilvy is no longer IBM’s creative agency of record after 32 years of partnership.

 

The partnership began in 1994 following IBM’s decision to consolidate its US $500 million advertising account with Ogilvy. Past campaigns include Solutions for a Small Planet, E-Business, Smarter Planet, Watson, Think and Let’s Create. IBM’s Smart Ideas for Smarter Cities campaign, created by Ogilvy France, won the Outdoor Grand Prix in 2013 at the Cannes Lions International Festival of Creativity. IBM also became the first B2B brand to be inducted as the corporate honoree into the Advertising Hall of Fame in 2022. The brand and agency commemorated the 30-year milestone in August 2024 with a celebration at the agency’s global headquarters at 3 World Trade Center.

 

“Ogilvy has made the decision not to participate in the upcoming creative RFP for IBM. We are immensely proud of our 32-year partnership, a tenure nearly unrivaled in this industry,” an Ogilvy spokesperson told Campaign in a statement. “Together, we have built one of the world’s most iconic brands through campaigns that defined eras of technological progress. While we have chosen not to move forward in this process, we celebrate our shared history and wish the IBM team continued success.”

 

According to a source with knowledge of the relationship, this was a business decision made because of longstanding balance-of-trade friction between WPP and IBM, rather than a reflection of the creative partnership. IBM previously held a media account review in December 2025. Incumbent WPP Media decided not to participate in the review.

 

The news follows WPP CEO Cindy Rose’s recent announcement to divide the holding company into four operating units — WPP Media, WPP Creative, WPP Production and WPP Enterprise Solutions. They will be led across four regions: North America, Latin America, EMEA and APAC. “We don’t want to be a holding company anymore,” Rose told Campaign in an interview after announcing the new three-year strategy, “Elevate28,” in a bid to stem its worsening revenue decline.

 

Campaign has reached out to IBM for comment.

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.

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.

17255: WPP Hires McKinsey For Strategic Review, Exposes Executional Failings.

Campaign published a perspective on WPP hiring McKinsey to handle the strategic review WPP CEO Cindy Rose announced would happen when she took the top job in September.

 

It’s not the first time a White advertising enterprise has enlisted consultants to survey the situation and propose plans for progress.

 

Yet, what’s the point? Adland firms have historically done a lousy job of self-promotion. The branding experts don’t know how to brand themselves.

 

A reputation was earned—and new business acquired—based on the produced work.

 

And that’s the challenge facing every place associated with a holding company today.

 

WPP is a key contributor to the commoditization of the global industry, whereby talent, services, and practices became generic, interchangeable, and replaceable.

 

No White holding company or White advertising agency presents essential, original, or unique offerings.

 

Anything McKinsey might contend to the contrary qualifies as old-school hucksterism.

 

That Rose doesn’t already realize this speaks volumes about her true qualifications.

 

WPP’s McKinsey moment might be its smartest decision in a decade

 

While critics mock WPP for outsourcing its own transformation, marketing advisor Ivan Fernandes argues it reframes the narrative from a company ‘lost in transformation’ to openly rebuilding in full public view.

By Ivan Fernandes

 

When WPP confirmed it had hired McKinsey to advise on its next phase of transformation, the reaction was predictable.

 

Inside the industry, the move raised eyebrows. Outside it, people rolled them. “One of the world’s biggest marketing groups needs consultants to tell it how to market itself?”

 

The irony is irresistible, but the cynicism misses the point.

 

I don’t view WPP’s decision to bring in McKinsey as an act of desperation, but that of self-awareness. In a business that still treats vulnerability as weakness, that might be the boldest move the company has made in years.

 

For more than a decade, WPP’s story has been one of constant reinvention. It built the playbook on “integration” long before the word became fashionable, where it restructured and rebranded, often simultaneously. Yet, despite the effort, the narrative hasn’t kept up with the market. The holding company model built on acquisition and aggregation was designed for a pre-platform world, and now it's fighting to operate in one where clients move faster, margins are thinner, and differentiation is harder to see.

 

Transformation fatigue has set in and that's the simple truth. Rather than launching another internal programme of change, it has done the smarter thing of admitting that internal fixes are no longer enough. In my view, that’s maturity.

 

Choosing McKinsey was deliberate. The consultancy doesn’t do storytelling or slogans but deals in systems, processes and frameworks, and the kind that can bring order to sprawling and complex organisations. For WPP, that’s where the real work needs to happen. Not in creative output, but in how WPP runs.

 

And this move will signal to investors that WPP is serious about operational discipline and tell clients that the company recognises efficiency and integration are competitive necessities. It tells employees that leadership is ready to bring in external accountability, not just internal optimism.

 

It’s a clever, subtle and crucial way of reframing the narrative from ‘WPP is lost’ to ‘WPP is rebuilding.’

 

McKinsey wins time and credibility

 

Cindy Rose, who became CEO this year, faces the same structural pressures her predecessors did, such as shrinking margins and restless shareholders. She also needs to tackle growing competition from consultancies and PE-backed agency networks, in addition to collectives and independents.

 

Bringing in McKinsey buys her the one commodity she doesn’t have: time.

 

McKinsey’s methodology (diagnose, recommend and reform) will create a rhythm that calms markets where investors see activity, employees see a plan, and clients see leadership willing to evolve.

 

For me, what stands out is the announcement itself. Many companies would have buried this partnership under corporate euphemisms like ‘operational realignment,’ but WPP didn’t. And that transparency will also signal confidence. It suggests a leadership team willing to confront challenges in public, rather than hide them behind management language. And the ad industry is built on perception, so this openness can only add to their advantage.

 

Of course, McKinsey is only the start. The well-crafted McKinsey slides will not fix companies, and the real test will be execution. Everyone knows what the recommendations will say: simplify the structure, empower local teams, strengthen data and technology infrastructure, and align incentives to growth. The difference lies in whether WPP can make those recommendations stick.

 

If it can do that, this moment won’t be remembered as an outsourcing strategy, and it’ll be remembered as reclaiming direction.

 

WPP’s decision is bigger than one company. It mirrors where the entire industry stands. Every holding company faces the same tension between legacy and reinvention.

 

Every network is wrestling with structures that no longer align with how clients buy services or value creativity.

 

By publicly admitting that it needs outside help, WPP has done something rare: it’s told the truth. And in doing so, it’s permitted the rest of the industry to confront its own reality that the old model isn’t broken because of a lack of ideas but structural clarity.

17230: Agency Of The Year Awards Will Likely Feature Asterisked ‘Winners’…

Campaign is hyping its Agency of the Year Awards, setting a standard entry deadline of November 17, 2025.

 

Given the impending Omnicom acquisition of IPG—as well as other dramatic shifts happening throughout Adland—can any White advertising agency even guarantee being around by EOY 2025?

17191: Microaggressions, Microcelebrations, Mariachis.

Campaign published a perspective titled and subtitled, “What brands still miss about Hispanic audiences beyond Hispanic Heritage Month—There’s a huge opportunity for brands willing to see past the characterizations and tired tropes.”

 

Admittedly didn’t bother to read beyond the headline and subhead, as viewing the content requires a paid subscription.

 

Besides, perusing the piece in its entirety is not necessary, as the viewpoint has been delivered regularly before, during, and after every Fill-In-The-Minority Heritage Month for decades.

 

The wrap-up usually implores, “Celebrate Fill-In-The-Minority culture during Fill-In-The-Minority Heritage Month—and all year long!”

 

Then brands respond by ignoring Fill-In-The-Minorities for the other eleven months or tossing them occasional crumbs.

 

And in these anti-DEIBA+ times, feigning interest for even a single month—or single day—rarely happens.

 

Adios.

17170: Scanning Scamming At Cannes.

 

Campaign Asia-Pacific reported the Cannes scam case study controversy continues, as a US senator filed a lawsuit against Whirlpool, Omnicom Group, DDB, São Paulo-based DM9, and several other subsidiaries.

 

The complaint charges DM9’s Cannes Lions-winning case study video featured AI-manipulated excerpts from the politician’s 2018 TED Talk, which were integrated without consent.

 

Wow. DM9 demonstrated extraordinary creativity and craftiness with the deceptive entry. It’s a wonder Cannes Lions International Festival of Creativity hasn’t introduced a special trophy for scampaigns—it would surely generate significant profits for the awards enterprise.

 

DM9’s Cannes controversy deepens, US senator sues Omnicom, DDB and DM9 over AI-manipulated entry

 

After the Grand Prix was stripped, DM9’s case study on appliance energy costs is now at the centre of a legal complaint.

 

By Campaign Asia-Pacific Staff

 

A US state senator has filed a complaint against Whirlpool, Omnicom Group, DDB, São Paulo-based agency DM9 and several other subsidiaries, alleging that parts of her 2018 TED Talk were manipulated using AI and included in DM9’s Cannes Lions-winning case study video without her consent, AdAge first reported.

 

State Senator DeAndrea Salvador complained on August 20 in the US District Court for the Western District of North Carolina and claimed that her name, image, and likeness were unlawfully altered for the ‘Efficient Way to Pay’ campaign, produced for appliance brand Consul, whose parent company, Whirlpool, is also named as a defendant.

 

Salvador said the unauthorised use left her “shocked, violated, and deeply unsettled,” and she experienced “significant emotional distress.” She is seeking financial compensation for reputational and emotional harm, with the amount to be determined at trial.

 

The campaign, which aimed to show how outdated appliances drive up energy bills, initially scooped the Creative Data Grand Prix and a bronze at the 2025 Cannes Lions Festival of Creativity. But the win quickly spiralled into controversy when claims emerged that the case study had been padded with AI-manipulated footage and overstated results. Within a week, Cannes confirmed the entry had been mutually withdrawn after discussions with DM9.

 

In June, the scandal triggered internal fallout at the agency. DM9 co-president and CEO Pipo Calazans apologised via LinkedIn, stressed that the brand had no role in the errors, and announced plans to form an AI Ethics Committee to oversee responsible use of artificial intelligence. Co-president and chief creative officer Ícaro Doria stepped down and took “full responsibility” for the controversy. To add to the woes, CNN Brasil also lodged a complaint alleging that one of its news segments was also altered with AI in the same case study video. CNN Brasil later dropped the matter after DM9 issued a public apology.

 

This story first appeared on Campaign Asia-Pacific.

17148: Pruning Prediction, Preparation & Production.

 

Campaign published content titled, “IPG cuts 2400 jobs in first half of 2025 ahead of Omnicom takeover”—along with a subhead that reads, “Cuts come on top of last year’s 4100 headcount reduction.”

 

The Omnicom deal might lead to a name change for the acquired White holding company; however, at this point, IPG stands for Intensive Pruning Group.

 

The revelation also indicates Adland’s amazing US employment surge in July is probably bullshit.

17053: Extending Careers & Competitions In Adland…?

 

Campaign extended the final deadline for its 40 Over 40 competition with a headline proclaiming: We’re giving you more time!

 

The Old White Guys and Old White Gals complaining of ageism in Adland would probably argue they’re not being given more time.