WARC The Future of Strategy 2022 PDF

The Future of
Strategy 2022
© Copyright WARC 2022. All rights reserved.
The Future of Strategy 2022
In this 1. Strategy in a changing world

How strategists expect key social,
cultural, and economic trends to
Why it matters
The marketing world has seen a With that comes new pressures in
report impact strategy over the next 12

months.
huge amount of upheaval over the
last two years. COVID-19, climate
recruitment, upskilling, and
proving impact. But despite the
change, more awareness of social challenges, strategists are
2. Media transformation
and racial injustice, and the optimistic: teams are growing, as
Tackling media fragmentation,
constant evolution of the media is their influence.
changes to measurement and what it
ecosystem are all major
means for strategists.
disruptors to an industry in which This report looks at how strategy
business as usual seems to be careers are evolving, the biggest
long gone. topics impacting the function and
3. Strategist skillsets
what strategists and agencies
How strategists are building their
Now, as economic downturn hits need to do to meet high client
teams to meet new client needs and
the industry, strategists will again expectations in an uncertain
develop new skills.
be called upon to help understand world.
changing consumer needs and
4. The evolution of the
plot a course for their brands. Not The Future of Strategy report is
strategist role
to forget, of course, the need to based on an online survey of 708
How strategists believe they can
build in growing client strategists worldwide, conducted
deliver more value to clients and why
expectations around data, between June – July 2022, and is
hybrid working requires new thinking.
sustainability and measurement. supplemented with interviews of
leading strategists from around
the world.
2
Takeaways
1. Strategists are finding that 3. A better understanding of 5. Helping a brand 'show up' in
their expertise is more the ‘upstream’ challenges responsible and ethical
essential than ever given CMOs are facing and how ways for the climate,
the global upheaval of the their business measures sustainability and diversity
last few years. Strategists success will offer more is important for moving
feel optimistic about their opportunities to drive action on these issues
ability to provide value and effectiveness. forward.
influence clients and other
agency teams. 4. Global challenges such as 6. Diversity, equity and
sustainability, the need for inclusion is a topic of
2. A talent shortage is more diversity, privacy and conversation but there is
impacting the industry. data ethics are all impacting still a distinct lack of real
Generalist skills are on the on the strategist’s day to action at an industry level so
rise, but agencies are day role. However, the cost- far. More tangible progress
concerned their proposition of-living crisis will have the in hiring will be needed to
may not be as strong as biggest impact in the next serve clients effectively on
competitors such as tech year as clients look to these issues.
companies or respond to changing
consultancies. consumer behaviours.
© Copyright WARC 2022.
2021. All rights reserved.
3
TheCREATIVE
2021 Future of Strategy 2022
EFFECTIVENESS LIONS
Expert commentaries in this report
Chrissie Hanson Agathe Guerrier Hans Lopez-Vito Nick Myers

Chief Executive Officer Global Chief Strategy Officer Chief Operating Officer Head of Planning, UK
OMD USA TBWA\Worldwide BBDO Asia OLIVER Agency
Joyce Ling Eunice Tan James Honda-Pinder

Chief Strategy and Managing Partner and Head of Strategy Head of Strategy, APAC
Transformation Officer The Secret Little Agency We Are Social
Wunderman Thompson China

4
TheCREATIVE
2021 Future of Strategy 2022
EFFECTIVENESS LIONS
Expert commentaries in this report
Aki Spicer Mehak Jaini Jo Arden

Chief Strategy Officer National Strategy Head Chief Strategy Officer
Leo Burnett Chicago 22feet Tribal Worldwide Ogilvy UK
Huiwen Tow Tomas Gonsorcik Anush Prabhu

Head of Strategy, APAC Chief Strategy Officer US Chief Strategy Officer
Virtue Worldwide DDB North America Mediacom

5
The Future of Strategy
1. Strategy in a
changing world

6
Strategy in a changing world

In the last three years, the strategy function has weathered the impact of a
changing world: from COVID-19, to sustainability, to social and racial justice, to data
privacy, to economic challenges and more. Long-term industry agendas like DEI
and sustainability are growing in importance – but the number one issue they are
grappling with right now is inflation.
Adaptation and flex appear key. The work of strategists such as JP Castlin has
emphasised the need for a strategic approach that can respond to complex
markets and unforeseen circumstances – and given the levels of uncertainty in the
economy over the past few years, strategists have become well versed in scenario
planning and striking a balance between crafting a vision and responding to events.
Sustainability and diversity are increasingly seen as table-stakes. As the effects of

climate change become a bigger part of daily life, brands expect strategists to
deliver insights which help their brand act authentically in this space. Likewise, on
diversity, strategists can help brands communicate sensitively and authentically.
7
Economy, Which of the following social and cultural trends do you expect to
sustainability, have an impact on strategy over the next 12 months?
DEI, data will
Transformative impact Significant impact Slight impact No impact
drive 2023
100%
5%
9%
The survey data indicates the 13%
90%
extent to which ‘macro’ issues
outside of the marketing 80% 33% 34%
36%
industry are impacting on 35%
70%
brands and the strategist’s day
to day job. Top of mind? The 60%
57%
cost-of-living crisis – 86% of
50%
respondents anticipate it will
have a significant or 43%
40% 45%
43% 40%
transformative impact in the
30%
next year.
20%
Likewise, strategists see data 29%
10% 21%
regulation (64%), sustainability 17% 16% 16%
(62%) and DEI (59%) as having 0%
significant or transformative Inflation / Cost-of-living Data: privacy, Sustainability, climate Diversity, inclusivity Effectively integrating
impact on strategy. crisis / impact of consumer control, change and conscious and social justice brand purpose into
economic recession ethical internet consumption strategy
8
Strategy is an art of decision With some of the well-argued opportunity for brands to how we
making and I believe that points on, for instance, connect with audiences and to
strategists have the opportunity “mayonnaise with purpose”, it is how we deliver a fair value
to help brands make choices that hard to resist the temptation to exchange on behalf of brands to
lead to sustainable and inclusive call BS on agencies’ purpose the communities in which they
growth. A great example is the narrative. But as a young father operate.
risk of greenwashing with the and a strategist, I believe that we
influx of marketing efforts around have to overcome the temptation I also believe that while
sustainability. Strategists stand as this is a mission that not only sustainability, DE&I and the cost-
between brands and consumers leads to effective marketing, but of-living are significant issues,
and it’s our responsibility to help can make brands forces for good they are also opportunities for
brands make the right choices in the world. creative solutions. We are going
On the big picture that earn them the right to make through a great realignment of
issues sustainability claims to Equitable participation of all in societal priorities and as a young
consumers. society and the economy must leader, I am energised by the
Tomas Gonsorcik become a business imperative. possibilities to create a better
Chief Strategy Officer I worry about post-purpose I’m thrilled by the investment and model for brands and for the
DDB North America cynicism. As an industry, we have the policy change we have seen economy in which they grow.
made massive strides towards across the industry, but we now
balancing purpose and profit in have to embed inclusive Strategists can shape the future
helping our clients’ brands grow marketing practices into of brands and businesses. We just
but at times, things might have everything that we do: from how have to own it.
gotten out of hand. we identify the growth
Read the full interview on WARC

9
Issue deep-dive: In what ways do you predict inflation, the cost-of-living crisis and
Economy economic recession will impact strategy over the next 12 months?
More than two-thirds (69%) of

strategists believe that cost- Marketing communications will become increasingly
of-living concerns will be at the sensitive to the challenging financial circumstances faced 69%
by consumers
centre of marketing
communications over the next
year – from tone, to briefs, to
insight generation and brand Cost-of-living concerns will be more visible in
69%
client marketing strategies and briefs
building. However, the extent
of concern depends on the
region.
Cost-of-living topics will feature more prominently in 68%

In North America – which has a audience research & insight generation
more optimistic mid-term
economic outlook than Europe
– just 50% of respondents
Brands will put more emphasis on brand building to
believe that cost-of-living 50%
justify value in the face of increased cost sensitivity
concerns will be more visible in
client briefs, compared to 79%
in Europe and 69% in APAC. 0% 10% 20% 30% 40% 50% 60% 70%

10
Sentiment data: Which of the following trends do you expect to have an impact on
Economy strategy over the next 12 months?
(By region)
Respondents are very clear:
Inflation / cost-of-living crisis / impact of economic
economic slowdown, inflation
recession
and the prospect of recession Transformative impact Significant impact Slight impact No impact
will have the biggest impact on
100%
strategy in the coming 12
12% 10%
months, with more than 80% of 90% 18%
respondents across each region 80%
citing a significant or
70%
transformative impact. Concern
is highest in Europe, where 60% 52% 60%
economic forecasts are worst. 50% 63%
40%
Strategists will need to help
brands navigate this challenging 30%
time, including on how to 20%
demonstrate value, pricing 34%
29%
10% 17%
considerations, customer
experience, and messaging. 0%
North America Europe APAC

11
“The most significant change that our industry needs to contend with is this
Strategy leader new era of slower growth... For a market long accustomed to double-digit
responses levels of growth in consumer spending, the new economic realities feel like a
recession.”
Hans Lopez Vito, Chief Operating Officer, BBDO Asia
“The cost-of-living, inflation and potential recession are going to have a big
impact on people's purchase decisions.”
Agathe Guerrier, Chief Strategy Officer, TBWA\Worldwide
“The biggest opportunity for strategists is to help drive accelerated growth

for clients with pandemic thwarting growth and the impending global
recession. How does a brand withstand threats and emerge successful?”
Mehak Jaini, National Strategy Head, 22feet Tribal Worldwide, DDB Mudra
Group
12
Issue deep-dive: In what ways do you predict sustainability and conscious consumption
Sustainability will impact strategy over the next 12 months?
With the climate crisis already Sustainability considerations will be more visible in client
82%
impacting the daily lives of marketing strategies and briefs
consumers, a significant majority

of strategists expect
sustainability considerations Sustainability themes will become more central to
68%
brand strategy development
(82%) to be more visible in client
marketing strategies and briefs,
especially in brand strategy and in
Marketing communications will focus on
57%
promoting green behaviours. promoting ‘greener’ behaviours
Among Europe and APAC

respondents, nearly half (49% Media planning recommendations will include more low
34%
carbon media alternatives
and 47% respectively) expect
sustainability concerns to have a
significant impact – far more than
Strategy teams will have to demonstrate their own
North America. Heatwaves and commitment to driving sustainability
34%
fires in these regions are forcing

immediate action.
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

13
Sustainability, In what ways do you predict sustainability and conscious consumption

by region will impact strategy over the next 12 months?
(By region)
It’s North American
respondents who expect to North America Europe APAC
see sustainability themes 100%

become more central to brand
86%
strategy development, despite 81%
78%
respondents from this region 80% 75%
73%
being least likely to say
64%
sustainability will have a 60%
58%
60% 56%
significant / transformative
impact on strategy and
planning. 37%
40% 36% 36% 35%
33% 33%
This could be indicative of the

value-action gap on this issue 20%
for brands in the region – a
notable challenge to making
meaningful progress. 0%
Sustainability themes will Sustainability considerations Strategy teams will have to Marketing communications will Media planning
become more central to brand will be more visible in client demonstrate their own focus on promoting ‘greener’ recommendations will include
strategy development marketing strategies and briefs commitment to driving behaviours more low carbon media
sustainability alternatives

14
“The sustainability conversation has largely not yet impacted the

Strategy leader conversation about brands in China unlike the rest of the world. However, I
responses believe this will soon change.”
Hans Lopez Vito, Regional Chief Operating Officer, BBDO Asia
“We've got a responsibility to help brands land and communicate their

commitment to sustainability. I don't think it's always in consumer
advertising, it can be in corporate communications or the way that their CRM
is structured.”
Jo Arden, Chief Strategy Officer, Ogilvy UK
“Sustainability and DEI are going to continue to be important topics, but I

don't know how we close that action gap. I think a lot is going to need to
happen in society at large.”
Agathe Guerrier, Global Chief Strategy Officer, TBWA\Worldwide

15
Issue deep-dive: In what ways do you predict diversity, equity and inclusion will
Diversity impact strategy over the next 12 months?
A majority of strategists expect DEI considerations will be more visible in client marketing
70%
DEI considerations (70%) to be strategies and briefs
more visible in client marketing

strategies and briefs. More than Consumer research and insights will come from
more diverse audiences 69%
half (56%) say they will
encourage brands to speak out
on social and political issues – an Strategists will encourage brands to speak out on social and
political issues affecting consumers 56%
action that is increasingly
expected by consumers.
DEI issues will become more central to brand strategy
52%
At the same time, Future of development
Strategy 2022 survey data
indicates that agencies
Strategy teams will have to demonstrate their 48%
themselves still lack diversity in own commitment to driving DEI
their own teams – representing a
challenge in developing truly
Media planning recommendations will include more diverse
diverse insights and advice for 39%
media
brands.
0% 10% 20% 30% 40% 50% 60% 70%

16
Diversity, by In what ways do you predict diversity, equity and inclusion will impact
region strategy over the next 12 months?
(By region)
Strategists in North America
are ahead of other regions North America Europe APAC
when it comes to the role of 100%

diversity, equity and inclusion
in developing strategy, leading
79%
on every count except for 80% 75%
72% 72%
consumer research and 66%
64% 65%
insights coming from more 61%
60% 56%
diverse audiences, where 55%
53% 54%
51%
APAC leads. 47% 48% 47%
41%
40%
Almost three quarters – 72% – 32%
of North American
respondents expect the issue 20%
to be significant or
transformational, compared to
55% in Europe and 53% in 0%
DEI issues will become DEI considerations will be Strategy teams will have Consumer research and Strategists will encourage Media planning
APAC. more central to brand more visible in client to demonstrate their own insights will come from brands to speak out on recommendations will
strategy development marketing strategies and commitment to driving more diverse audiences social and political issues include more diverse
briefs DEI affecting consumers media

17
Is industry DEI What best describes your team’s current practices around DEI?
losing steam? (By survey year)
We have had no discussion around DEI

In 2021, 86% of strategists
agreed that strategy teams Diversity and inclusion is being discussed, but no guidelines are
yet in place
need greater diversity in hiring, We have guidelines in place but no targets for hiring diverse
but less than a third had a candidates
We have a framework in place with targets for hiring diverse
framework and targets in place candidates
for doing so. In 2022, not much 100%
progress appears to have been 13% 15%
made: just 35% have a
80%
framework and targets in place.
21%
31%
This indicates that while 60%

diversity, equity and inclusion
is a topic of conversation, 29%
24%
there remains a lack of real 40%
action at an industry level to
make a positive change. But to
20%
connect with increasingly 32% 35%
diverse audiences, strategy
teams will need to understand
0%
their unique motivators. 2021 2022
18
We are built to service big mass Agencies who have long deep learning series for brand
market brands who are championed that they navigate organisations to get proficient at
increasingly challenged by the brands through culture are finding “Writing Better Briefs Through a
realisation that their Mass Market more nuance is demanded to More Inclusive Lens”, or
is a diverse mass. Across recognise and meet multicultural “Evaluating Ideas Through A More
categories and across brands audiences who are often at the Inclusive Lens”, “Inclusive
there is the recurring data point core of pop culture, and at the Production Practices” and more.
that future growth for many of our core of brand or category growth.
mass brands lies with better These solutions go deeper than
connection with Black, LatinX, Beyond staffing our departments back-end tactics like on-camera
AAPI, LGBTQIA+ and ranges of with the diverse backgrounds that blind casting and really asks
abilities. mirror the audiences we want to strategists, and brand teams to
On diversity, equity connect with, it has become ask deeper questions about
and inclusion Brands who like to say they are for imperative to develop our where and who growth will come
“Gen Z” are realising that Gen Z is Multicultural Intelligence program from and what insights shall we
Aki Spicer synonymous with the most – a suite of processes, protocols leverage?
Chief Strategy Officer diverse generation ever, and they and products to accelerate brand
Leo Burnett Chicago demand unique needs and teams to bring more rigor and Whole teams have to be engaged,
nuanced understandings be met understanding to the briefs and and fluent, or all these pressures
in our work. These needs go creative development. fall on single individuals on teams
deeper than mere representation Multicultural Intelligence offers who shouldn’t solve these
and presence but authenticity and tools (from audience insights existential brand challenges
relatability. tools like Pulse.AI and People alone.
Panels), and frameworks and a
© Copyright WARC 2022. All rights reserved. Read the full interview on WARC 19
“Clients are asking for business transformation, which means they need to
Strategy leader consider the problem from all angles. This goes back to diversity of
responses perspectives. We've understood that it makes the work better and actually
makes the job far more enjoyable.”
Chrissie Hanson, Chief Executive Officer, OMD USA
“It is a strategist’s responsibility to ensure that our thinking isn't

homogeneous but represents the diversity of the region. This should also
inspire us to pull deeper connections beneath the surface.”
Eunice Tan, Managing Partner & Head of Strategy, The Secret Little Agency
“Clients know that it's socially unacceptable to not have DEI as part of your
agenda…it doesn’t necessarily mean that clients understand how to truly
deliver on DEI.”
Huiwen Tow, Head of Strategy, APAC, Virtue Worldwide

20
Issue deep-dive: In what ways do you predict data and privacy will impact strategy and
Data and privacy planning over the next 12 months?
Nearly two-thirds (64%) of

strategists believe they will
Strategists will become more adept at combining different
have to become more adept at forms of consumer data for insight purposes (e.g. 1st, 2nd, 64%
combining different forms of 3rd party)
consumer data for insight
purposes (e.g. first-, second-,
third-party). Brand strategies will become more concerned with
designing consumer experiences / value propositions that 60%
entice consumers to share their personal data
Likewise, 60% of strategists
think that brand strategies will
become more concerned with
designing consumer Brand strategies will become more privacy-compliant 34%
experiences or propositions
that entice consumers to share
their personal data (60%). This
Strategy teams will have to demonstrate their own
approach will require care as commitments to safeguarding consumer privacy and 28%
new privacy regulation will control
impact how data can be
collected and used in various 0% 10% 20% 30% 40% 50% 60% 70%
markets.
21
Data and Which of the following trends do you expect to have an impact on
privacy, by strategy and planning over the next 12 months?
region (By region)
Data: Privacy / Consumer Control / Ethical Internet

With a lot of conversation in the
US around data privacy, new Transformative impact Significant impact Slight impact No impact
regulation and the ethics of
100%
social media platforms, it’s little
surprise that strategists in North 90%
America believe these issues will 30% 27%
80%
have a transformative impact, at 42%
70%
23% with 45% noting a
significant impact. 60%
50%
43% of North American 45% 51%
strategists also think they will 40%
36%
need to demonstrate their own 30%
commitments to safeguarding
20%
consumer privacy and control,
10% 23%
about 20 percentage points 17% 18%
higher than Europe or APAC . 0%
North America Europe APAC

22
We're always driven by the need You can't underestimate the services and products that can
to make better decisions faster – impact of cookies going away. meet and overcome that
that's our brand mission. I think we You can't track people in the way [challenge] through deeper
do that in a more complicated you used to do. What does it empathy and understanding, then
context with cookie depreciation, mean in terms of having the same I think that's a really interesting
needing to understand the shifts level of certainty I used to have opportunity to pivot against a
in legislation and complexities when I deploy campaigns or when [loss of] trust.
around data usage, but always I spend my dollars, that it's having
also thinking about the latest an equal impact? You've got to stay on top of the
shifts in consumer behaviour. changes in data and the
Those fundamentals don't One of the other trends is that partnerships that are available.
change. there has been a persistent and Only if you understand the
On the future of data, continued consumer breakdown technology, will your
privacy and ethics It's not just legislation, but let's in trust, in terms of institutions recommendations and insights
consider the ethical piece as well. and around data itself. There is a actually stay on top of the
Chrissie Hanson I think those have been the breakdown of trust around tech consumer shifts. It's not it's not
Chief Executive Officer biggest changes and pressure platforms. I think it’s an incredible going to be enough to be really
OMD USA points on the day-to-day work opportunity for clients to say, great at the original principles of
that we do. The urgency for every okay, against that context, what is how consumer connection works.
client to have business the role of brands? How can the Like the partnerships and the data
transformation and to know how brand be the antidote to that? If a opportunities, how you look at
to navigate the changes in data brand can behave in a way that retailer data and commerce data
has perhaps made it the most demonstrates it has the makes you a sharper operator.
seismic and challenging time.
23
“How you are able to blend your market and consumer understanding with
Strategy leader what data and technology can do to solve an industry’s challenge is the
responses biggest and most necessary capability.”
Joyce Ling, Chief Strategy and Transformation Officer, Wunderman Thompson

China
“One of the necessary hard skillsets that should be part of any modern
planner’s box of tricks is the ability to fuse qual and quant insight cogently.”
James Honda-Pinder, Head of Strategy, APAC, We Are Social
“It all comes down to intelligence gathering: data, insights and being closer
to the people who use it and who are experimenting with it. That is where we
always need to go back to.”
Anush Prabhu, US Chief Strategy Officer, Mediacom

24
2. Navigating media
transformation

25
Media, measurement and beyond

While web3 and the metaverse are hot buzzwords within the industry, strategists
don’t currently anticipate these areas becoming major influences on their day to
day work in the next year as much as the overall fragmentation of the digital media
landscape – a notable finding given hype on the topic. They would, however, like to
learn more about the potential of these channels and upskill in the practical aspects,
with a view to web3 becoming more influential in the future.
The industry conversation about best practice in measurement is anticipated to

have an impact on strategists in the coming year, reflecting the pressures on
brands to clearly demonstrate performance in difficult economic times. Senior
strategists anticipate clients wanting more accountability around marketing
performance, i.e. to draw a line from strategy through to execution to effectiveness.
A better understanding of measurement will be needed to make that
case. Strategists will need to align measurement with the CMO agenda to
demonstrate real impact and value.

26
The media Which of the following media and marketing trends do you expect to
landscape have an impact on strategy over the next 12 months?
Strategists anticipate several Transformative impact Significant impact Slight impact No impact
trends in media and marketing
100%
to impact their jobs in the next 4% 6% 4%
10%
year: 60% expect changes in 90%
measurement techniques,
80%
including the phasing out of the 36% 34% 36%
cookie and ongoing media 70% 43%
fragmentation, to have a
60%
significant or transformative
impact on their jobs. 50%
40%
Strategists are interested to 46% 45% 44%
learn more but expect web3 to 30% 30%
have less impact, reflecting its
early-stages of development 20%
and few successful brand 10%

14% 15% 15% 17%
executions in the space so far.
0%
Changes in measurement Fragmentation of the media Growth / dominance of e- Web3 and associated
techniques landscape commerce platforms applications / technologies

27
Issue deep-dive: In what ways do you predict the ongoing fragmentation of the media
Media landscape will impact strategy over the next 12 months?
fragmentation
Nearly three-quarters of Increased emphasis on creating holistic customer

strategists (73%) believe there experiences and branding across digital and 73%
will be more of an emphasis on traditional media channels
creating holistic customer
experiences across channels,
reflecting the shift amongst
brands towards designing
Media planning will become more agile to reflect
omnichannel customer speed of changes in the media landscape 57%
experiences.
Asian markets generally move

fast on media trends. As such,
66% of respondents from Strategists will spend more time conducting
52%
APAC believe media planning experiments on emerging platforms and channels
needs to be more agile – eight
percentage points ahead of
North America and 19 ahead of
0% 10% 20% 30% 40% 50% 60% 70% 80%
Europe.

28
The thing that is constant to me is We are now in a new age of more relevant to each of those
that a strategist always needs to creativity. Today, what we need to areas. It comes back to the
be connected to culture. The do is reconsider the world of audience versus people… you then
culture today plays out more in creative thinking in the context of start to understand and look at
platforms, media and technology. platforms and in the context of everything in a very different lens.
The ability to take out information media, technology and data. That,
from a fragmented world… that to to me, is the biggest change that I think the industry has made a big
me is a skill set that is very is happening that we all need to error in the last 5-10 years. When
different. I also feel like a get ready for. data started to come, we started to
strategist today also needs to silo our industry even more – not
address both the world of media We always need to put the brand just from the media and creative
and creative, because more and first as an engine, that then drives perspective, but from brand versus
On media more people are rejecting old everything else we're doing and performance perspective….The
fragmentation school ads. makes sure that as a brand, you're more creative it is, the more
relevant to that conversation… chance it has of delivering better
Anush Prabhu If we are doing it right, we should because there used to be a time performance. Creativity delivers
US Chief Strategy Officer be connecting through media when you could only connect with better outcomes, and if you are
Mediacom technology and, in some ways, the consumer when they're sitting doing it right across all platforms,
data. So those to me are the in front of a television. Today, I you need the people who can think
conduits that any strategist needs can connect with them at different creatively across those platforms
to be connected to. They need to moments and in different moods and activate them that way as well.
be connected to how to also drive and understand what each of
and deliver creativity and inspire those are to make ourselves a lot
creativity in a platform-led world. Read the full interview on WARC
29
“The strategist that can straddle understanding the nuance, implications and
Strategy leader the inner workings of these new technologies and then cascade down to
responses whatever mediums and shapes and forms…that is important to the brand and
its consumers.”
“A great strategic thought should be applicable across mediums,

touchpoints, platforms, etc. We have to be really mindful that the creative –
as in, the execution of creative – needs to fit seamlessly into the platform you
put it in.”
“What's happening with media and technology is really collapsing all of the
customer journey…It's going to challenge us to really think about how we
design those experiences, how we think about journeys, and how we think
about where media needs to live.”
Agathe Guerrier, Chief Strategy Officer, TBWA\Worldwide

30
Issue deep-dive: In what ways do you predict changes in measurement techniques will
Measurement impact strategy over the next 12 months?
Three quarters (72%) of

Strategists will become more accountable for demonstrating
respondents expect marketing effectiveness and driving business outcomes for 72%
strategists to become more clients
accountable for demonstrating
marketing effectiveness and
driving business outcomes for
Increased emphasis on holistic measurement framework(s)
clients. This will become even with unified KPIs across the funnel
69%
more crucial if budgets are

threatened in a potential
recession.
Investment in research & thought leadership on emerging 47%
Two-thirds (68%) expect to see metrics and measurement techniques will increase
an increased emphasis on
holistic measurement
framework(s) with unified KPIs
across the funnel, with 47% Increased investment in building best-of-breed 42%
measurement solutions suitable for all clients
anticipating more investing in
understanding measurement
techniques. 0% 10% 20% 30% 40% 50% 60% 70% 80%

31
Measurement Do you think changes in measurement techniques will make it easier

and strategic or harder for strategists to justify their value to clients?
value
40%
More than third – 37% – believe
36%
changes in measurement will be
more difficult to demonstrate
how strategists add value. The 30%
30%
more sophisticated measurement
becomes, then theoretically the
24%
easier it will be to demonstrate
advertising's impact on sales
which may encourage a focus 20%
from brands on short-term
performance.
This could potentially put more 10%

pressure on strategists to deliver 7%
immediate results, leaving less 4%

time for the kind of deep strategy
work that supports long-term 0%
brand building. Much harder Harder Neutral Easier Much easier

32
“Strategists need to lean closer into understanding the business model of

Strategy leader how companies actually make money, and be able to identify more closely
responses what the metrics are that actually matter to the client versus metrics that are
within reach of measurement through whatever platforms that we have
access to.”
“In sync with the increased pressure on CMOs to lead the growth agenda for
brands, strategists are increasingly focused on identifying and validating
new sources of growth.”
Tomas Gonsorcik, Chief Strategy Officer, DDB North America
“It's the planner’s role to be the voice of the customer to the client, but it is
also to bring clarity. Don’t aim to be clever, just aim to be clear. And if you can
help bring clarity, then that matters.”
Nick Myers, Head of Planning, UK, OLIVER Agency

33
Issue deep- In what ways do you predict web3 and its associated applications and
dive: Web3 technologies will impact strategy over the next 12 months?
A significant majority (80%) of

Strategists will spend more time experimenting with
strategists say they will spend emerging technologies to understand their strategic
80%
more time experimenting with value to brands (e.g. AR/VR, digital avatars,
cryptocurrencies, NFTs)
emerging technologies to
understand their strategic value
to brands (e.g. AR / VR, digital
Strategists will become more adept at building brand
avatars, cryptocurrencies, NFTs). 66%
strategies that bridge physical and virtual worlds
Strategists anticipate becoming

more adept at building strategies
that bridge physical and virtual Investment in research & thought leadership on
51%
web3 opportunities will increase
worlds. APAC strategists –
especially in China – are ahead of
the game on web3, where
consumers are already highly
Our portfolio of clients will expand to include more
32%
engaged. In Europe, more than metaverse-related brands or platforms
half think web3 will have only a
slight impact, reflecting lack of
uptake so far. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

34
“We do have – further in the future – more requirements to understand the

Strategy leader metaverse and web3…Those will take a little bit longer to come to total
responses fruition. You need to dip your toe in the water today to have the route maps on
that.”
“Our consumers are already cruising in web3, and brands are not responding
fast enough. They are leaving a ton of data in the space. We will soon lose
the understanding of our consumers if we don’t act fast.”
Joyce Ling, Chief Transformation and Strategy Officer, Wunderman

Thompson China
“More of our mass brands can benefit immediately by connecting better to

the real-world needs of undervalued and misunderstood people than they
can immediately benefit from a virtual presence in metaspaces where they
don’t offer products or services.”
Aki Spicer, Chief Strategy Officer, Leo Burnett Chicago

35
3. Strategist skillsets

36
Skillsets evolve for new expectations
Finding the right talent in a tight labour market is a challenge as the strategy
function evolves. Generalist or ‘upstream’ skills are back in demand, i.e. being able
to apply skills and knowledge across the breadth of a brand’s strategy. The ongoing
turbulence in consumer markets means strategy teams on both agency and client
side have the opportunity to prove their value – this was the case during COVID, and
it's still the case now.
Upskilling in the area of measurement is considered a major priority – especially as

clients demand more accountability on effectiveness and need to justify every
dollar spent in difficult economic times. By better understanding the demands put
on CMOs, strategists also feel as though they will be better positioned to meet their
expectations on demonstrating effectiveness, and deliver successful marketing in a
time of changing consumer expectations.

37
Desire for new Please indicate what skills / expertise you’d like to develop in the
skills future to be able to perform your role more effectively
More than half of strategists Knowledge of measurement and effectiveness (e.g.

cookieless future, emerging research metrics, new 60%
would like to grow their targeting techniques)
knowledge of emerging
technologies and measurement Knowledge of the media ecosystem
55%
(e.g. web3 technologies, emerging digital channels)
/ effectiveness in order to
perform their role more
effectively in the future, Analysis of complex quantitative studies and data sets 35%
especially as clients demand

more transparency on Clear understanding of key trends impacting consumer
35%
effectiveness. behaviour (e.g. social justice issues, cost-of-living)
Data skills and understanding Ability to deliver upstream / brand planning insight 33%
consumer trends remain core
competencies and an ‘always Qualitative consumer research
22%
on’ focus for upskilling. (e.g. focus groups, interviews)
Competency in these areas will
be especially important as Ability to attract recruit and train the right talent 19%
consumer behaviours change
quickly in challenging economic
0% 10% 20% 30% 40% 50% 60%
times.
38
There are some preternatural It’s a very tumultuous time in the I talk about ‘behaviours not skills’
instincts that you look for in any world right now. Skills in empathy, with my team. Even though you
level of strategist, but particularly observation and being able to are great at your craft, if you don’t
in junior ones. Sometimes you keep pace with what's changing in actualise them within the context
look for more instincts rather than culture and understanding why of the client needs or their
skills because they haven't had a will become even more important. timelines, then your skills are not
chance to learn and flourish in an as impactful as they need to be.
agency environment. However, one of the necessary
hard skillsets that should be part From a way of working
But there are some core skill sets of any modern planner’s box of perspective, planners need to be
and traits that will always be part tricks is the ability to fuse qual and able to play well with others. You
of the baseline of any good quant insight cogently. Fluency in have to be more comfortable
On strategist skillsets planners makeup such as cultural the tools – whether that’s trend being the synapses between
curiosity, the ability to bring bodies, data analytics, reporting different departments and being a
James Honda-Pinder simplicity to complexity, to make platforms, GWI or leveraging a cohesive part of a process that
Head of Strategy, APAC meaning from a mess, having an whole new suite of adtech tools today is a lot more fluid than it is
We Are Social inventive imagination, empathy to on how to optimise content. linear. Planners need to be able to
put yourself in the shoes of the be comfortable sitting in their
customer and having an Another thing that’s important is proverbial ivory tower and equally
observational eye. You must being able to apply your skills in a be able to be street fighters on
always have your head on a manner which creates maximum the ground. We need to evolve
swivel. impact. and work faster than ever and
operate in a more collective way.

39
“While the traditional planning skill of opening new, inspiring doors to creative
Strategy leader solutions has never been more important, what good is a well analysed
responses problem if we can’t seize on the opportunity in ground-breaking ways?”
Tomas Gonsorcik, Chief Strategy Officer, DDB North America
“What we need to do is reconsider the world of creative thinking in the

context of platforms and in the context of media, technology and data. That,
to me, is the biggest change that is happening that we all need to get ready
for.”
Anush Prabhu, US Chief Strategy Officer, Mediacom
“I don’t think agility is a word we typically use to describe strategists at all,

but it’s what modern strategists need today to thrive and take advantage of
all the amazing change happening in culture and technology.”
Huiwen Tow, Head of Strategy, APAC, Virtue Worldwide

40
Upskilling for Are you taking any of the following steps to develop your capabilities
the future for the future?
To address current capability

Internal upskilling / training 75%
gaps, three-quarters (75%) of
strategists are focusing on
internal upskilling / training, Hiring new talent to fill our skills gap 57%
followed by hiring new talent
(57%). These activities are
essential for strategists to stay Investing in more knowledge resources
50%
(WARC, eMarketer, Euromonitor, etc.)
on top of changing client
demands and ensure teams
have the relevant skillsets and Partnering with third party experts 49%
expertise.
Around half are also investing Investing in new data / technology capabilities 48%
in new data / tech capabilities,

investing in more knowledge
resources and partnering with We aren’t taking any steps to extend capabilities 6%
third-party experts to increase

their expertise. 0% 10% 20% 30% 40% 50% 60% 70% 80%

41
It's about the breadth of through the lens of helping them and that's giving us the kind of
challenges that come in on any achieve net zero targets and perspectives that we wouldn't
given day. Strategists and objectives. We're heavily focused have had. It's helping to keep us
planners working on briefs need on investing in and learning about honest in the solutions that we are
to be able to deal with that and the metaverse through the Brand developing , how we're thinking
have latitude in how they think Tech Group in our company who about people in terms of how we
and solve problems, rather having are specialists in that area. That's are preparing communications,
the mindset of ‘I only do an advantage for us. and thinking of different kinds of
broadcast planning, I can't do answers to briefs.
content’ for example. I think that In terms of the generational thing,
you'd be very limited. we're constantly bringing in fresh To the diversity point, we're just
blood and pairing up younger kids constantly working to build an
On upskilling How brands speak to diverse with older heads to get that eclectic mix of talents from
audiences is a key challenge. experience and that leverage. different backgrounds, social
Nick Myers Obviously, there are clients which This goes beyond just planning, classes, etc. That helps in this
Head Of Planning - UK are more tech-led which are but I think over the years agencies present challenge with the cost-
OLIVER Agency thinking about the metaverse. For have not invested as much in of-living crisis and empathizing
me, that is a new thing. The growing their own talent, or with people who may be really
sustainability agenda is key. We're helping people transition from struggling in these times… Again,
also taking part in things like being an account handler to being that just gives us an edge when
‘Change The Brief’ to ensure that a planner, or developing their talking to marketers and clients.
when we’re thinking about a careers from the bottom up. We
client's problems, we can do it are actively taking steps to do
that,
© Copyright WARC 2022. All rights reserved. Read the full interview on WARC
42
“I look at training broadly as learning and gaining experience and knowledge.

Strategy leader Going for talks and signing up for courses is a hygiene factor. What catalyses
responses learning is creating the best environment for people to creatively solve
problems.”
“What our clients are really asking us now is for simplification and integration.
I'm personally finding that it's more important to have people who have quite
a broad skill set and are able to connect the dots.”
Agathe Guerrier, Global Chief Strategy Officer, TBWA\Worldwide
“I am mixing my team members and forming new hybrid talents to tackle

different projects. On-the-job training is as important as classroom courses.”
Joyce Ling, Chief Strategy and Transformation Officer, Wunderman Thompson

China
43
Talent shortages drive a recruitment rethink
Strategists are seeing the impact of their increased influence during the COVID-19
pandemic, when consumer insights became more important than ever. Ongoing
uncertainty will continue to increase the value of good strategic advice. That is
playing out with increased headcount, and optimism that strategy departments will
grow in size over the next 12 months.
However, a talent shortage is causing issues with recruitment, especially for in-
demand expertise such as data. Team leaders are concerned that advertising will
not be able to retain strategists versus hot competition from consultancies, start-
ups and brands. Diversity also remains a challenge. A majority of strategists
surveyed report that their company has guidelines in place to ensure more diverse
recruitment practices – nearly a third (32%) have targets in place to hire more
diverse candidates. Diversifying strategists teams will be essential to delivering
more nuanced insights.

44
Optimism for In the next 12 months, do you expect the size of your strategy and
team growth planning team to grow or decline?
Strategists are highly

Grow Stay the same Decline
optimistic about the growth of
their teams. This is indicative of 100%
increased influence during the
COVID-19 pandemic, where
strategists played an important 80% 31% 38%
role in generating consumer
insights during a time of
upheaval. This sentiment has 60%
continued into 2022, as global
upheaval continues.
40%
More than half (60%) expect
65%
headcount to increase again 60%
over the next 12 months, which
20%
will strengthen strategic advice
for brands in a challenging
economic time and as clients
navigate a fast-changing 0%
consumer landscape. 2021 2022

45
Talent wars are Within which type of company do you think your next role will be?
top of mind (By survey year)
The traditional advertising

agency appears to be Agency Brand Consultancy Leave the industry Other
struggling to assert itself as a
100%
superior workplace for 11%
12% 15% 14%
strategists. Just 30% of
respondents expect their next 9% 10% 8%
80% 11%
strategy role to be in the
agency world, a notable decline 19%
24%
since 2019. 21% 28%
60%
Consultancies are recording 23%

18%
their highest percentage of 24%
40% 20%
interest yet, as a result of
increased marketing expertise
and an attractive environment 20% 37% 37%
for strategists to work. One 29% 30%
fifth expect to take their skills
to the clients side for their next 0%
role. 2019 2020 2021 2022

46
“I don't fear that the planning skill set is no longer going to be needed. I fear
Strategy leader that the skill set is going to be more demanded in other places and we are
responses going to fail to attract the best talent to work in our environments.”
“While the changes like sustainability, DEI are positive ones, they are also
making it harder to attract and retain talent. How does the industry-at-large
get woke youngsters to see marketing for what it is, instead of an evil ploy to
manipulate consumers?”
Mehak Jaini, National Strategy Head, 22feet Tribal Worldwide, DDB

Mudra Group
“We are in a well-documented talent crunch, but finding people that are
super invested in the way that the new platforms work is really important, and
at the moment there aren't enough to go around.”

47
4. The evolution of
the strategist role

48
The evolution of the strategist role
Becoming a true business partner with clients is considered an opportunity, and

many perceive consumer insights skills as a need gap that works to the strategy
team’s strengths. But it’s about being more than the ‘voice of the consumer’.
Strategists feel they need to learn more about CMO priorities in order to 'help solve
upstream business challenges and deliver value through transformation’. Indeed –
strategist Martin Weigel of Wieden & Kennedy emphasised ‘transformation’ in a
recent post on reinventing strategy.
When it comes to threats, strategists are worried about scope creep from adjacent
functions (e.g. tech, data, insights) with more than a third of respondents citing this
as an area of concern. Only 13% of strategists say hybrid working has had a
negative impact on their daily work. However, 44% believe they are doing less in-
person research compared to last year – likely a hangover of COVID restrictions –
and 32% believe the industry has become over reliant on data. Resolving this
balance of human insights vs. data-driven insights is now a key challenge.

49
Optimism for Do you agree or disagree with the following statements?

the future
Strongly agree Agree Neutral Disagree Strongly disagree
There is clear link in the minds 100%

5%
of strategists between more 9% 13%
90% 13% 17%
time working on upstream 17% 21%
business and enjoying more 80%
influence with clients. 22% 31% 27%
70% 29%
60% 28%
More than half – 59% – agree
that they have more influence 50%
60%
with clients than last year and 41%
40% 32%
48% report that they are 42% 46%
30% 34%
spending more time working
on upstream business this 20%
year. 62% see a clear career 18%
10% 21% 17% 16%
path within the discipline, 14% 13%
roughly in line with 2021. For 0%
I can see a clear I have the right skills / The planning function I am spending more The planning function I am spending more
strategists with less than 20 career path for me expertise to be able to has gained more time on upstream has gained more time conducting in-
years experience, there has within strategy & perform my role to the influence within my business / brand influence with clients person research
planning in the coming best of my ability agency over the past planning and less on over the past year compared to last year
been a 13pp increase in those years year downstream
who see a future as a execution compared
to last year
strategist.
50
Upstream In the next 12 months, what do you see as the biggest opportunities
desire grows for planners / strategists at your company?
(By survey year)
Working on upstream business
problems was selected by 49% 2022 2021
of respondents – a 10%
increase on last year, reflecting 49%
Working on upstream business problems
a desire to advise brands 39%
through tumultuous changes.
Balancing short-term and long-term brand 39%
objectives 39%
This is followed by helping
Helping clients understand changing consumer 37%
clients balance short and long habits and behaviours across the funnel
term brand objectives (39%),
drawing insights from client 37%
Drawing insights from clients’ data
34%
data (38%) and helping clients
understand changing Supporting an increased focus by clients on 33%
effectiveness 32%
consumer habits and
behaviours across the funnel Understanding the implications of new tech for 33%
(37%). These skills will be brand strategy 26%
especially helpful in working Collaborating with strategists from other 20%

with clients during the disciplines 22%
economic downturn.
0% 10% 20% 30% 40% 50%

51
Talent wars are In the coming year, which of the following do you expect to be the
top of mind most significant threats to strategists and planners?
Nearly half (46%) of Inability to find the right talent 46%

strategists are concerned
“Scope creep” from adjacent functions
about being able to find the (e.g. technology, data, insights, analytics) 39%
right talent. That’s despite
Reduced compensation for strategic
more than half (57%) saying services as a result of inflationary pressure 32%
they plan to hire new talent to

Excessive focus on data / quantitative tools 32%
address current capability
gaps.
In-housing of strategy teams by clients 22%
Another perceived threat is Less time available to meet

20%
communities in real-life
scope creep from adjacent
functions (e.g. tech, data, Reduced demand for
17%
strategic services by clients
insights) with around 40% of
Consolidation of agencies / reduction
strategists citing this as an of headcount 17%
area of concern. 20% cite an

Automation of marketing processes
excessive reliance on data, 16%
and capabilities
which indicates a desire to Inability to understand diverse audiences
16%
get out or the ‘desk bubble’ in and cultural shifts
2023.
0% 10% 20% 30% 40% 50%

52
Young strategists need to realise identify the most effective way to We do an ‘All Hands' every
that the job of managing clients get to the most informed and quarter. In these meetings the
doesn’t rely on just account interesting place within the limited numbers are shared with the
management, it relies on all of us. time we have. It starts from entire agency. Everyone knows
How do we present strategy? How providing exposure and being the gaps and are aligned towards
do you manage the clients to transparent and fluid with the same commercial outcome.
convince and persuade them to a information. Don’t shield Profitability starts from building an
favourable outcome for them and strategists from commercial agency that people want to be
for us? realities. The training comes from part of, being transparent with the
opening up the silos between numbers creates a common
The second key component is departments and providing understanding and a grounded
about building commercial exposure to your team about how starting point.
On opportunities for acumen and driving impact. How different departments work
strategists can we spend our time working on together to drive profitability for I think that embodying optimism is
briefs most effectively with a the agency. absolutely key to seize and
Huiwen Tow sense of the budget and desired capitalise on these exciting
Head of Strategy, APAC outcome in mind? What are we At Virtue we strongly believe in opportunities because only with
Virtue doing to drive a positive collaboration and breaking down an open mind can you see the
commercial outcome for clients? silos across departments. We are possibilities.
How do we execute with impact? partners with account
management in appreciating and
Thirdly, not all briefs require the undertaking the commercial
same approach – the trick is to realities of clients. Read the full interview on WARC

53
“Listening closely at client ‘tissue’ check-ins and creative collaboration are

Strategy leader vital to trying to get ourselves “a meeting ahead” to help give creatives more
responses time to develop ideas.”
Aki Spicer, Chief Strategy Officer, Leo Burnett Chicago
“The biggest opportunity is probably clients inviting us more to be true

partners and transformation leaders. That opens an aperture to bring that
problem solving skill set and wider vantage point to the table.”
“We are generally quite good at applying our strategic thinking to our clients’
businesses but are often too busy doing the same for our own businesses.
Having a COO who is also a planner ensures that the same level of strategic
rigor is applied to how the agency operates.”
Hans Lopez-Vito, Chief Operating Officer, BBDO Asia

54
Hybrid and In what ways has the growth in hybrid working positively impacted
WFH: The you?
upsides
Better work-life balance 85%
(e.g. less time spent commuting)
A majority of strategists (59%)
believe hybrid working has
Ability to invest more time in ideation
had a positive impact on their 58%
/ research / strategy development
daily work, citing a better
work-life balance (85%), more
Cost savings
time to spend on ideation and 56%
(e.g. travel fees, food expenses)
strategy development (58%)
and cost savings (56%).
Ability to invest more time in
36%
upskilling and learning
Given the bustling
environment of an agency, Ability to avoid politics of
26%
strategists are clearly the office environment
embracing ‘working from
home’ to sharpen focus and Less supervision / micro-
21%
invest more time in thoughtful management from managerial staff
strategy development without

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
interruption or distraction.
Note: Question answered by those who selected ‘positive’ or very positive’ in response to the question: “Overall, would you say that the growth in
hybrid working has had a positive or negative impact on your day-to-day experiences as a strategist?”
55
Hybrid and In what ways has the growth in hybrid working negatively impacted
WFH: The you?
downsides
Ability to network with other strategists 68%
There are clear challenges and industry people is more limited
emerging as hybrid working
Ability to invest time in upskilling and
becomes embedded. 51%
learning is more limited
Respondents cited more limited There are more challenges in working

42%
networking, less time spent on across agency functions or markets
upskilling and collaborative

Ability to do ‘in person’ research
challenges across markets and is more limited
39%
functions – indications of a
more isolated environment with Timelines for execution / delivery 31%
WFH. An inability to do ‘in are shorter
person’ research, combined
More output is expected with
with an overreliance on data, 29%
the same or less resources
could mean strategists end up
in a ‘strategy bubble’ which Clients have increased expectations
10%
from agency partners
affects their ability to connect
with everyday consumers. 0% 10% 20% 30% 40% 50% 60% 70%
Strategists will need to find the
right balance. Note: Question answered by those who selected ‘negative’ or very negative’ in response to the question: “Overall, would you say that the growth in
hybrid working has had a positive or negative impact on your day-to-day experiences as a strategist?”
56
We’ve always been used to COVID, in the ‘work from home’ more formulaic – you're checking
working really fast, especially era, gave us pros and cons... On in online at a scheduled time, and
when it comes to pitches. But I the plus side, it was much easier the work is on a screen... I think it's
think that's now becoming the to get a research group together really hard to capture the nuance
BAU (business as usual). Part of because you can literally dial into of the more kinetic conversations
that, I think, is due to COVID. It’s a Zoom call then you're in you have when you're physically
well documented – everybody somebody's living room. On the together. I definitely miss the days
started working much faster, downside, it stopped strategists of when you stood in a room and
timelines were shorter, were doing quite so much of the you had paper on the wall. I think
much more iterative, and we were organic work on the ground, for it's easier to have great
working collaboratively to get to example, going shopping with conversation and be really
an answer. consumers or engaging in proper constructive. I also think it's easier
On new ways of working structured ethnography. to have those slightly tougher
Strategists are good at that, we're creative reviews when you're
Jo Arden very adaptable as a crew. But I I'm conflicted, because I want us together. Sure, we can do it [on
Chief Strategy Officer think that has become the norm, to have a hybrid world because I Zoom], we've all worked really
Ogilvy UK as opposed to just know it's better for inclusivity and hard over the last few years to be
exceptional. All strategists – a much more balanced life, but I able to establish that. But I remain
whether you're new into the role, definitely think that we make unconvinced that we are equally
or you've been doing it for years – better work when we are as good creatively together when
have had to find ways to still retain physically together. The way in we're doing it on Zoom.
our rigour whilst working much, which our work with creatives has
much faster. There's probably evolved is that it's much
pros and cons to that.
© Copyright WARC 2022. All rights reserved. Read the full interview on WARC
57
“The learning from COVID was that you can really crack big solutions at
Strategy leader absolute pace. We were working with clients and working through
responses communications programmes in a matter of days, on the fly, and constantly

iterating and refining.”
Nick Myers, Head of Planning, UK, OLIVER Agency
“The major shift that a lot of agencies are going through right now is the work
from home dynamic. The question then becomes about how you maintain or
recreate the hive mind energy of a really buzzing planning department, in an
era where not everyone's going to be in the office?”
“In the past I would have to print three copies of my brief, get it stamped by
the traffic manager, and then get it scanned for typos and inaccuracies
before it gets to the creative director. Today I'm sending memes on Slack to
my project groups. It’s so different.”
Eunice Tan, Managing Partner & Head of Strategy, The Secret Little
Agency
58
Read the full Tomas Gonsorcik on

marketing strategy,
We Are Social’s James
Honda-Pinder on essential
Wunderman Thompson’s
Joyce Ling on China’s
purpose cynicism and strategy skills in Asia and approach to Web3.0 and
interviews data opportunities understanding the CMO strategist skills in a
changing world
agenda
Mediacom’s Anush
Prabhu on the evolution of Virtue’s Huiwen Tow on BBDO Asia’s Hans Lopez-
strategy in media, and evolving marketing Vito on the evolution of the
what strategists need to fundamentals and curiosity strategy function in China
do next as a core skill
Mehak Jaini on India’s
marketing evolution,
Ogilvy’s Jo Arden on OLIVER’s Nick Myers on defining value and the talent
‘strategy at pace’ and why why sustainability matters, conundrum
real insights matter more diversity in recruitment and
than ever Gen Alpha
TBWA’s Agathe Guerrier on
strategy skillsets and the
Leo Burnett’s Aki Spicer OMD’s Chrissie Hanson on evolution of brand purpose
on why real diversity ethical data, Web3 and
drives brand growth marketing’s role in business The Secret Little Agency’s
transformation Eunice Tan on Asia’s
strategy evolution
© Copyright WARC 2022. All rights reserved. 59

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The Future of

In this 1. Strategy in a changing world

report impact strategy over the next 12

Expert commentaries in this report

Chrissie Hanson Agathe Guerrier Hans Lopez-Vito Nick Myers

Joyce Ling Eunice Tan James Honda-Pinder

© Copyright WARC 2022. All rights reserved.

Expert commentaries in this report

Aki Spicer Mehak Jaini Jo Arden

Huiwen Tow Tomas Gonsorcik Anush Prabhu

© Copyright WARC 2022. All rights reserved.

The Future of Strategy 2022

Strategy in a changing world

Sustainability and diversity are increasingly seen as table-stakes. As the effects of

© Copyright WARC 2022. All rights reserved.

More than two-thirds (69%) of

Cost-of-living topics will feature more prominently in 68%

© Copyright WARC 2022. All rights reserved.

© Copyright WARC 2022. All rights reserved.

Hans Lopez Vito, Chief Operating Officer, BBDO Asia

Agathe Guerrier, Chief Strategy Officer, TBWA\Worldwide

“The biggest opportunity for strategists is to help drive accelerated growth

consumers, a significant majority

Among Europe and APAC

fires in these regions are forcing

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Sustainability, In what ways do you predict sustainability and conscious consumption

see sustainability themes 100%

This could be indicative of the

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“The sustainability conversation has largely not yet impacted the

responses believe this will soon change.”

Hans Lopez Vito, Regional Chief Operating Officer, BBDO Asia

“We've got a responsibility to help brands land and communicate their

Jo Arden, Chief Strategy Officer, Ogilvy UK

“Sustainability and DEI are going to continue to be important topics, but I

Agathe Guerrier, Global Chief Strategy Officer, TBWA\Worldwide

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more visible in client marketing

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when it comes to the role of 100%

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We have had no discussion around DEI

This indicates that while 60%

Chrissie Hanson, Chief Executive Officer, OMD USA

“It is a strategist’s responsibility to ensure that our thinking isn't

Huiwen Tow, Head of Strategy, APAC, Virtue Worldwide

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Nearly two-thirds (64%) of

Data: Privacy / Consumer Control / Ethical Internet

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responses biggest and most necessary capability.”

Joyce Ling, Chief Strategy and Transformation Officer, Wunderman Thompson

James Honda-Pinder, Head of Strategy, APAC, We Are Social

Anush Prabhu, US Chief Strategy Officer, Mediacom

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The Future of Strategy 2022

Media, measurement and beyond

The industry conversation about best practice in measurement is anticipated to

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and few successful brand 10%

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Nearly three-quarters of Increased emphasis on creating holistic customer