Showing posts with label public relations. Show all posts
Showing posts with label public relations. Show all posts

Sunday, May 03, 2026

17459: WPP = Worldwide Problems Proliferating.

 

Financial Times reported WPP CEO Cindy Rose might not earn up to £14.2 million (roughly $19.1 million USD) as previously reported by The Times, pending an investors vote scheduled to happen this week. Financial Times, incidentally, indicated the potential payout could reach £11 million versus The Times’ £14.2 million figure.

 

Institutional Shareholder Services and Glass Lewis—two prominent shareholder proxy advisory groups—recommended that investors vote against the proposed pay deal.

 

The ISS rejection recommendation stated the payment scheme “is considered out of proportion to the company’s market positioning and its financial performance,” and there is “no sufficient justification to set her total pay package at a premium to her predecessor.”

 

While former WPP CEO Mark Read’s 2024 salary was capped at £8.6 million, former WPP Overlord Sir Martin Sorrell once pocketed almost £30 million—so it’s tough to dispute or agree with the ISS position.

 

Glass Lewis stated investors should oppose pay proposals given “the significant salary on appointment for the CEO, the discrepancy between financial and non-financial metric outcomes under the annual bonus, and the lack of disclosure surrounding the decision to grant [long-term investment plan] awards at maximum level despite a significant fall in share price.”

 

Regarding the Rose pay package, WPP claimed it had “undertaken extensive consultation with our shareholders on the proposed changes to our remuneration policy, with strong support indicated from the vast majority.” Plus, the single White operating company stated the changes were “essential to align us with global peers, restore growth, and position WPP as a company fit for the future and built to win.”

 

The entire mess underscores three key points:

 

1. Rose should attend all earning calls, seizing such opportunities to justify her salary—whatever the actual amount might be.

 

2. Given the fuzzy pay figures, confusion surrounding organizational restructuring, and overall lack of transparency, WPP should consider keeping Burson, as there is great need for professional PR to hype the company’s progress.

 

3. WPP is a flaming dumpster.

 

Tuesday, April 21, 2026

17446: Previewing, Purging, And Pruning Problems At WPP.

 

Burson Is Not the Problem headlines a LinkedIn article commenting on the proposed pruning of PR from the global flaming dumpster known as WPP.

 

The commentator opined abandoning Burson makes sense. “Following their clients’ lead,” wrote the author, “WPP is doubling down on a model built around media, data and integration at global scale.”

 

The strategic maneuvers highlighted in the LinkedIn article seem to indicate WPP is embracing a media-first identity.

 

Okay, except WPP Media is hardly viewed as category leader.

 

Holding companies—as well as corporations purporting not to be holding companies—have fueled the commoditization of Adland, whereby all people, practices, processes, products, and platforms are repetitive, redundant, and replaceable.

 

WPP Media is a fish in a small sea of sameness.

 

What’s more, WPP Media is attached to mediocre network units:

 

• WPP Creative erased almost all the iconic creative mastheads—and it’s now run by the leader of VML. Nuff said.

 

• WPP Enterprise Solutions features everything historically labeled “below-the-line”—allegedly available at costs below the industry standards.

 

• WPP Production is the in-house studio on a global scale, providing cheap labor via offshore resources—exactly like the offerings of every holding company.

 

• WPP Open is the AI equivalent of Omni, Publicis Sapient, dentsu.Connect, AVA, and whatever Stagwell cobbles together.

 

In summation, Burson is not the problem. WPP is.

 

Burson Is Not the Problem.

 

By Arthur Fleischmann

 

It’s The Preview.

 

There’s a slightly unfashionable take on the proposed sale of #Burson. It probably makes sense.

 

Not because Burson is weak. Quite the opposite. It’s a near-billion-dollar global business, built by combining BCW and Hill & Knowlton, and still winning clients like Heineken, Levi’s and Google. It continues to invest in new capabilities — from AI-driven reputation tools to expanded influence and corporate strategy.

 

By any normal definition, it’s a strong, well-run business.

 

But #CindyRose has been very clear about #WPP’s direction. And if you look at where WPP is winning, the logic starts to reveal itself.

 

Over the past six months, the pattern is hard to ignore. The biggest wins are not coming from traditional creative. They are not coming from PR. They are overwhelmingly media-led, often global, and increasingly tied to data, commerce and AI-enabled operating models.

 

#JaguarLandRover is the obvious headline — a roughly $500M global mandate spanning media and creative. But it’s the exception that proves the rule. Most of the other meaningful wins are media at scale: #EstéeLauder’s global media consolidation, #Reckitt across Europe and India, #SCJohnson in North America, #IKEA in Malaysia. Even where creative is involved, it tends to sit inside a broader, integrated system.

 

And just as interesting is where these decisions are being made.

 

They’re not particularly U.S.-centric anymore.

 

That doesn’t mean the U.S. is necessarily declining. It does suggest something subtler: global brands are no longer organizing themselves around it. Coordination is moving. Singapore. London. Regional hubs. Multi-market systems. Growth coming from outside North America, and increasingly managed that way too.

 

Following their clients’ lead, WPP is doubling down on a model built around media, data and integration at global scale.

 

The issue is not whether Burson is good. It is. The issue is where value now sits.

 

Even the strongest PR firms do not control media budgets. They do not own the first-party data infrastructure that increasingly drives modern marketing. They do not sit at the centre of AI-enabled operating systems. And too often their revenues are still project-based rather than embedded in the day-to-day machinery of growth.

 

This calls into question other businesses in a similar predicament such as @Landor, @Ogilvy, @David, @Grey, @AKQA and other smaller networks within WPP.

 

Burson, and these other business units look less like a problem and more like a mismatch. They are largely narrative-led, market-by-market-relevant, and harder to plug into a global operating system in the same way as media and data. Sure, their services matter. They’re valuable. But it’s not at the centre of this particular strategy or clients’ focus at the moment.

 

I take an uncynical view of this sale. Rather than seeing it as a weakness or failure, I believe it is an act of focus. The bigger question is, who will buy Burson, and what does that say about the buyer’s strategy?

 

For WPP, this is an acknowledgement that the shape of the industry has changed — and not every strong business still sits at the centre of it.

Saturday, April 18, 2026

17443: Burson, Ya Burnt…?

More About Advertising reported WPP plans to sell Burson, the PR behemoth created two years ago by blending Burson Cohn & Wolfe and Hill & Knowlton.

 

When birthing Burson in 2024, former WPP CEO Mark Read gushed, “Hill & Knowlton and BCW are two high-performing businesses with complementary strengths, shared ambitions, and many shared clients... The new agency will be the standard bearer as the most modern, strategic, technology-driven, full-service communications offer in the industry.”

 

Looks like Read’s words were puffery, hype, and/or bullshit.

 

Funny thing is, WPP could benefit from having onboard PR professionals to fabricate positive press releases now.

 

BCW on the block as WPP weighs exit from PR

 

By Stephen Foster

 

WPP is reportedly planning a sale of Burson, what’s left of its rambling array of PR businesses. Burson is an amalgam of BCW (Burson plus Cohn & Wolfe) and Hill & Knowlton, once the biggest in the UK.

 

In 2024 WPP sold a majority stake in FGS Global, its other big PR business, to private equity firm KKR which valued the financial-based firm at £1.3bn. Goldman Sach is lined up to handle any new sale.

 

PR let the side down in WPP’s latest accounts, revenue falling 6%. The business has changed dramatically with the rise of platforms like TikTok and Instagram and multifarious influencers taking away slices of budget. No one yet has put a price on BCW.

 

WPP founder and former boss Sir Martin Sorrell recently observed that PR had become rather a waste of time as a separate discipline, instead it should be seen as an aspect of advertising. WPP’s Ogilvy does, indeed, have a big PR operation. Whatever BCW makes, WPP must be hoping that any sale process reduces its debt, still hovering around the £3bn mark. Its current market value is “just” £2.69bn. 

Tuesday, January 30, 2024

16523: PR From White PR Firms And White Holding Company Rife With White Lies.

 

MediaPost reported WPP continues to assimilate its White communications companies and simplify corporate mastheads.

 

Burson Cohn & Wolfe—formed via the 2018 blending of White PR firms Burson-Marsteller and Cohn & Wolfe—has been merged with White PR firm Hill & Knowlton to create Burson.

 

Gee, it must have been tough to decide who would issue the press release.

 

“Hill & Knowlton and BCW are two high-performing businesses with complementary strengths, shared ambitions, and many shared clients...” gushed WPP CEO Mark Read. “The new agency will be the standard bearer as the most modern, strategic, technology-driven, full-service communications offer in the industry.”

 

Yeah, and employees at the merging enterprises are about to learn how “complementary strengths” really translates to redundancy weaknesses.

 

As for the new White outhouse becoming “the standard bearer” in the industry, well, it’s not so impressive given the status is being achieved through process of elimination.

 

WPP Merging Global PR Networks, Hill & Knowlton And BCW

 

By Steve McClellan

 

WPP is merging its two largest communications agencies, Hill & Knowlton and BCW, to form Burson, effective July 1. The company said the merged agency will be focused on building and protecting reputation and will support a client roster that includes more than half of the Fortune 100 across corporate and public affairs, healthcare, technology and brand marketing.

 

Corey duBrowa, currently global CEO of BCW, has been named global CEO of Burson and AnnaMaria DeSalva, currently global chairman and CEO of Hill & Knowlton, has been named global chairman of Burson. Together, they will oversee agency strategy, client service, employee experience and culture.

 

Burson will have more than 6,000 employees in 43 markets worldwide. Its name honors the late Harold Burson, a pioneer and founding figure of modern public relations and strategic communications.

 

Burson’s leadership team will comprise a group of senior executives from both companies with appointments will be announced throughout 2024 as the integration progresses.

 

Hill & Knowlton will operate within Burson serving a select group of clients globally through strategic communications, advisory and public affairs services.

 

GCI Health and AxiCom will continue to operate as brands within Burson, offering specialized healthcare and technology communications expertise, respectively, at scale.

 

Mark Read, CEO of WPP, said: “Hill & Knowlton and BCW are two high-performing businesses with complementary strengths, shared ambitions and many shared clients... The new agency will be the standard bearer as the most modern, strategic, technology-driven, full-service communications offer in the industry.”

 

Sunday, January 22, 2023

16107: Edelman Trust Barometer Is An Oxymoron.

 

The Drum published a perspective from Clean Creatives Director Duncan Meisel, calling out the contradiction of Edelman presenting an annual “Trust Barometer” while engaging with Big Oil companies and lobbying organizations “that promote climate misinformation and denial…”

 

Well, it’s hardly the first time that Edelman has displayed hypocrisy and shady behavior.

 

After all, the place pontificates on DE&I, despite having leadership that looks like a typically and predominately White clan.

 

White advertising agencies are inherently untrustworthy and rooted in lies. Those that started as PR firms—such as Edelman—add another level of spin and deception.

 

The Edelman website features an entire section under the banner of trust. Yet a search for “integrity” yields few honest results.

 

Why Edelman’s Trust Barometer is undermined by its work with fossil fuels

 

By Duncan Meisel

 

Edelman’s 2023 Trust Barometer earlier this week revealed the public’s waning trust in major institutions but, campaign group Clean Creatives director Duncan Meisel believes the PR agency’s relationship with Big Oil undermines trust in the brand.

 

Every January since 2000, Richard Edelman, CEO of the comms giant named after him, has shared Edelman’s premier report: The Trust Barometer. This annual survey of tens of thousands of people worldwide is a guidebook for the major social issues business leaders need to face and features strategies to rebuild trust in a social and political environment that sorely needs more of it. This is a valuable contribution to the business community and PR practitioners.

 

The biggest problem with the Trust Barometer today is its messenger: Richard Edelman and Edelman itself. For most of the past 23 years, Edelman has taken more contracts with fossil fuel companies and lobbying organizations that promote climate misinformation and denial than any communications agency on the planet.

 

Edelman booked $440m in contracts with The American Petroleum Institute (API) at the same time the group was funding climate deniers. It currently works with Saudi refining and chemicals giant SABIC, as well as Shell, Exxon and others who face numerous legal and regulatory actions over their misleading statements about climate change. Up until 2021, it worked with America’s most vocal defender of polluting cars and dirty refineries, the American Fuel and Petrochemical Association.

 

Edelman has faced public protests, employee revolts, and consistent negative media coverage over its fossil fuel work for at least a decade. The backlash is not a surprise: according to the 2023 Trust Barometer itself, climate change is the number one “existential social fear” facing the global public today. Furthermore, “having a societal impact is a strong expectation or deal breaker when considering a job” for 69% of employees.

 

72% of the people surveyed in the Trust Barometer say it is the obligation of CEOs to “defend facts and call out questionable science used to justify bad social policy.” When its work with polluters is called into question, Edelman tends to defend their contracts by saying that they are helping those companies in the climate transition.

 

However, there is no evidence that Edelman’s fossil fuel engagement strategy is working. In fact, we have gigatons of evidence that it is failing: every known Edelman client in the fossil fuel industry is polluting more carbon than when they began working together. Claiming to be a part of an energy transition while working for polluters is exactly the kind of questionable fact businesses should be calling out, not promoting.

 

Listen to the experts

 

The most trusted voices identified by the Trust Barometer in 2023 are two groups that Edelman has stridently ignored: scientists and NGO leaders. Over 450 scientists have called on advertising and PR companies to drop fossil fuel clients, along with dozens of climate justice NGOs.

 

The core of the Trust Barometer’s offering is that it provides a strong research basis for leaders to make ambitious moves to address the issues that matter most to the public. It’s a playbook for bold action. On climate, Edelman says six point five times more people want ambitious leadership than are worried about companies doing too much, a higher ratio than on any other issue researched.

 

Right now, the leadership of Edelman is refusing to put its own advice into practice. If this continues, the credibility of the Trust Barometer will decline, with real costs for the communications industry, and business executives who want to lead on major social issues.

 

After more than a decade of controversy – a decade that also was the hottest in recorded history – CEO Richard Edelman has all the information he needs in Edelman’s own reporting to make the call to drop fossil fuel clients. Ending work with polluters would restore trust in his own brand, and make the next edition of the Trust Barometer the most compelling one yet. We trust they’ll see the light...

 

Duncan Meisel is the director of campaign group Clean Creatives.

Wednesday, June 02, 2021

15442: In Adland, PR Stands For Patronizing Racists…

 

Campaign reported on the patronizing propaganda from various White advertising agencies and PR firms on the anniversary of George Floyd’s murder. The social media messages stress that “much more needs to be done”—which has become the industry’s catch phrase for diversity-, equity- and inclusion-related rhetoric. After all, nearly every one of the spotlighted enterprises has admitted to absolute failure with DEI efforts, exposing EEO-1 data to prove the systemic racism prevalent in their own hallways.

 

‘Reflection is critically important, but it’s not enough’: Agencies, execs reflect on George Floyd anniversary

 

By Diane Bradley

 

Many firms are acknowledging that much more needs to be done.

 

PR agencies and prominent industry leaders are putting out statements reflecting on the one-year anniversary of George Floyd’s death.

 

Last month, white former Minneapolis police officer Derek Chauvin was found guilty of second- and third-degree murder and second-degree manslaughter in the death of Floyd, a Black man one year ago. Chauvin was filmed pinning Floyd to the ground with his knee last May for more than nine minutes, prompting demonstrations around the country. Floyd’s death was also a catalyst for businesses to examine the treatment of Black Americans and pledge DEI initiatives.

 

A year later, many industry leaders are acknowledging that much more needs to be done.

 

 

Monday, March 01, 2021

15338: Digiday Ponders If PR Stands For Prejudiced Racists…?

 

Okay, White holding companies have already admitted they are, well, White holding companies. Then Digiday examined the delegation of diversity at media companies. In the latest exposé, Digiday presented gender exclusivity at PR firms. What’s next? Inequality in experiential, B2B and shopper marketing? And how about trade journals?

 

‘They don’t really want me to have a voice’: Black women in PR say they feel isolated, held to different standards from their colleagues

 

By Kristina Monllos

 

Lisa (her name has been changed for this story to protect her anonymity) has dealt with “a degree of toxicity” at every agency she’s ever worked. As a Black public relations executive who has worked at major PR firms as well as inside ad agencies, Lisa has felt isolated and taken note of how she’s often held to different standards than that of her white colleagues.

 

“It’s really hard to thrive in those environments when there’s no one who will take you under their wing, show you the ropes and mentor you,” said Lisa of the isolation she’s felt throughout her career, adding that she’s witnessed executives mentor and befriend her white coworkers, inviting them over for the weekend or on vacation. “I’ve never had those experiences and it is hard.”

 

Without that mentorship, Lisa has felt isolated throughout her career in PR and believes she has not been given the same opportunities as her white colleagues even when she’s performing at the same level or better. She’s not alone in that feeling and observation. Digiday spoke with five Black women in public relations — one interview was previously published as part of our Confessions series — who say they’ve felt the same throughout their careers and believe that PR agencies need to reexamine internal culture as well as their hiring practices to become more inclusive.

 

“Diversity, equity and inclusion efforts are happening in advertising but it has not really been addressed at the PR level,” said a Black PR exec who requested anonymity. Throughout her career, the exec has dealt with biases and prejudices about who she is as a person as well as her ability to work on specific accounts based on her race.

 

“Working at PR agencies, I got a major education in code switching and I got a major education in being a ‘token,’” said the exec. “I don’t think I realized that I was a ‘token’ until I got deeper into my career. Then it was like, ‘Oh, they want me to have a seat at the table because it makes the table look better, but they don’t really want me to have a voice.’ And when they do want me to have a voice it’s only related to Black initiative, or for Black brands, Black companies, Black products, because I think the perception was, ‘Oh, she’s Black. She must know this stuff.’”

 

The exec also noted that when working on Black brands for PR agencies, she has often been left to handle a major account with little to no help from her white colleagues. Without the resources necessary for the size of the account, she’s felt overwhelmed, left to manage an unreasonable workload and realized she’s held to different standards than her white colleagues. When that’s been the case, finding a way to ask for the resources and help needed has also been a difficult task.

 

“[Sometimes you’re] not able to stand up for yourself because you don’t want to be seen as a trope,” said the exec. “You don’t want to be the angry Black woman.”

 

Being aware of tone and how it may be perceived differently by coworkers, bosses or clients who may have biases and prejudices about Black women is a common issue for Black women in PR who say they often think about how they word what they say and that it can be exhausting to do so.

 

A PR director at a PR agency who requested anonymity recalled an incident while she was training an employee during which she used similar language to that of her manager. Even so, a coworker pulled her aside and told her she was being aggressive in the training, which gave her pause.

 

“This was everything my manager has said to me and more and in the same environment,” said the director, who added that she’s often one of the only Black women in her workplace. “So why is it when she says it to me, as a white woman trying to build me up, it’s different from what is being said to [the trainee]?”

 

The exec believes PR agency leaders need to grapple with the biases and prejudices they have about Black women that have been prevalent throughout her career to make it a better career path for other Black women in PR now. Unless they do so, Black people in PR may leave for competitors and win over clients — as she has done as owner of her own shop now.

 

Making sure there is a clear path forward is crucial, according to the women. The director noted that when there’s no one in leadership that’s a person of color — often they are support staff, entry or mid-level employees — it can be difficult to see a future at major PR agencies. To break it, it starts with putting people of color in leadership positions where they have support and can make a difference, she said.

 

Recognizing the work Black women in PR are doing to build brands is also crucial in the push to make the field more inclusive, explained Latasha DeVeaux, principal and PR strategist for DeVeaux Enterprises and president of Black Public Relations Society in Los Angeles.

 

“Black PR professionals have been told to stay behind the scenes, stay quiet because it is about the client or it’s about the work,” said DeVeaux, adding that because of that Black PR professionals are not recognized to the same degree as their colleagues. “You see our counterparts in photos or stories about the work that they’ve done.”

 

To begin to change the culture inside PR agencies and to make it a better space for Black women, Lisa believes colleagues should speak up when they notice Black women being treated differently or held to different standards.

 

“It’s obvious, it’s clear when someone’s not getting put on a big account and they’ve worked there just as long as you have, do just as much work as you have and you get rewarded and they don’t,” said Lisa. “You know that’s unfair, but you sit there quietly and don’t say anything. Speak up and be aware.”

 

Kimeko McCoy contributed reporting to this piece.

Sunday, December 15, 2019

14850: Jamaica Tourism Board Account Is Available And Wooing White Firms.

It’s always interesting to see notices like the one above that is inviting PR firms to pitch the Jamaican Tourism Board account. Look for a White firm to pick up the business. Too bad Globalhue isn’t around to leverage its Bermuda experience. Then again, never mind.

Saturday, May 12, 2018

14140: Award Seekers Wanted.

A job listing from Ketchum is seeking a Global Awards Coordinator and presents the following overview:

Working closely in partnership with the Global Awards Director, the global awards coordinator helps to oversee and implement the agency’s master global and regional PR industry and creative awards show strategy. This two-person executive global awards team supports and manages an appointed network of awards captains representing every geography within the agency, and exists to provide timely communications, awards direction and leadership, training and skills development, and 1:1 writing support to client teams worldwide. The goal of the global awards team is to improve Ketchum’s awards performance and outcomes in leading awards shows that are important to our clients, and which drive the agency’s creative reputation and creative agency index rankings worldwide. Ketchum holds the record for winning the most PRSA Silver Anvils—175 through 2017. Last year, Ketchum was the most awarded public relations firm at Cannes, winning 26 Lions.

Leave it to a PR firm to see the need for staffers to exclusively handle self-promotion. According to the job listing, this is a full-time, salaried position. And as the overview shows, the Global Awards Coordinator works with the Global Awards Director—and the award-seeking duo “supports and manages an appointed network of awards captains representing every geography within the agency.” Ketchum, incidentally, is part of the Omnicom empire, headed by Pioneer of Diversity John Wren. Which all begs the question: How does the Omnicom Awards Budget compare to the Omnicom Diversity Budget? It’s a safe bet the trophy cash wins over the diversity crumbs.

Saturday, December 24, 2016

13477: Marian Salzman’s Prediction Pap.

Adweek published the annual trend predictions from self-proclaimed futurist and Havas PR North America CEO Marian Salzman. Gazing into her crystal ball—or Magic 8 Ball™—led Salzman to arrive at the following forecasts:

• Online retailing is getting popular on mobile devices

• Privacy is a growing concern for the public

• Gender issues will continue to be examined and debated

Um, chimpanzees with access to Google could have spotted those trends. In fact, it’s all common knowledge to average humans and simians. Here’s another sure bet for 2017 and beyond: Havas will maintain its position among the worst of the White holding companies.

Why Privacy, Gender and Simplicity Will Be on Consumers’ Minds in 2017

A look at Havas PR’s annual trend predictions

By Marian Salzman

Good riddance, 2016. For many of us, it was 12 long months full of bad news, fake news and surreal news, the most controversial election anyone can remember, plus too many other highlights and lowlights to mention.

This very December, we’ve seen the many shades of orange upstaged by Pantone’s Greenery, and we all know the color of the year is not a nod to hope about the climate or to anyone’s envy of the Western world.

Luckily, I can find solace in an area where my company definitely isn’t green: spotting trends for the year ahead. Here at Havas PR, we devote the end of each year to spotting trends on the rise, and it’s always interesting to look both ahead and back at the predictions that have proven out recently—more stringent legislation around brain damage suffered by football players (forecast in 2010); the universal brain-health movement (2009); and “Local is the new global” (2007).

Here are a few of the trends we believe will directly impact marketers and advertisers in 2017 taken from our more in-depth report, “Blowback to the Future: The Trends That Will Shape 2017”:

Unstoppable e-tail

Retailers are trying to keep up with e-tail, which doesn’t just mean buying products from home computers anymore. Knowing that consumers always have their mobiles on, retailers are engaging in an e-tail/retail mashup, increasingly using in-store beacons to deliver promotions and offers to browsing shoppers.

Despite more retailers closing their stores for Thanksgiving in 2016, a record $771 million was still spent that day from mobile devices. As tech continues to advance and brands evolve their e-tail platforms, we must market brands through handhelds rather than 64-inchers.

The (elusive) beauty of simplicity

We crave simplicity, though few can actually attain it. Think of it this way: How many people buy Dave Bruno’s The 100 Thing Challenge compared with the number who pare down to only 100 possessions? Well, today we’re seeing a nuance to the decluttering. It has become more about craving simplicity than actually attaining it. And, let’s face it, that’s good news for marketers.

Rediscovering privacy

More than ever, people recognize that everything from personal information to high-level data is an open book for hackers backed by foreign powers and bad actors. Expect the demand for greater privacy to grow, much to the benefit of brands, businesses and even politicians that get it and help facilitate it. We’re already seeing this in the EU with a recent crackdown on data sharing for the platforms we use daily—Facebook, Google and Snapchat. Expect this to impact marketers even more in 2017.

Confused men and confusing women

From man buns and beards in the world’s Williamsburgs to the retro-sexist return of traditional gender roles, the malleability of manhood is being put to the test as we find what will work when many can’t find work at all. The big trend driving all the shifts in male fashion and identity: men’s underlying anxiety about what is manly now and who the heck decides.

Many women, meanwhile, will be even quicker to call out sexist behavior like mansplaining, manspreading, groping and public sexual harassment (as we have seen resonate deeply in the ad world). But there’s also increased muttering around the world, many of the voices female, saying feminism is old-fashioned or even obsolete and that the central tenet of feminism, women’s right to self-determination, can and must include a woman’s right to return to the gender roles of an earlier time.

So what do women expect now, and what do they feel is expected of them? How they align, balance and reject those answers will form a roiling, ongoing dialogue in 2017, with millions of voices pitching in online and off.

Marian Salzman (@mariansalzman) is CEO of Havas PR North America and chairman of the Havas PR Global Collective.