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In a world that’s increasingly relying on automation and reducing human connection we’ve been doubling down on doing the rounds and visiting customers. Recently, I travelled up and down the UK to see agencies in Leeds, London and Bristol… and the connection was thoroughly enjoyable.
Even better, we were able to bring agencies together to share stories and experiences and their hopes and fears for the future. I thought it would be helpful to share the themes from our conversations in the hope that they’d resonate and spark ideas or provide comfort and validation.
AI is helping clients say what they mean
Clients are starting to use visual AI output to brief agencies. It can be a bit horrifying to see at first, but I think it's also closing a gap. Pictures alongside words leave less to interpretation, and clients are getting better at articulating what they're actually trying to achieve. One guest at a dinner we held, described it as improving their visual intelligence, which makes for a more robust conversation about what good looks like.
Across most agencies, leaders and client manager’s landed in a similar place. It helps the conversation. And someone at the table put it this way: “Everyone can cook, but at the same time, we'll also pay for someone to do it well for us.”
From fear to enabler
The short-term fear that AI means the death of design and the creative industry seems to have moved on, at least in the conversations we had. The talk was about AI as an enabler, giving creatives time, capacity and capability back so they can push for even more creative work, built on a human understanding that's hard to replicate.
When it came to AI’s effects on time and people, what I heard was less about doing the same thing quicker and more about doing more with the same. That's less of a threat, I think, but it still needs support and guidance for the people doing the work, who carry the mental load and deal with client expectations.
Strategy and advice are back
Some will say strategy never left, and fair enough. But this wasn't only project strategy. It was longer-term advisory and consultancy for clients going through change and transformation. I think that raises the value of the work, and gives agencies a chance to build more repeat work and make longer-term, less reactive plans. Many people spoke about how the process and the journey keep their value with clients, even amid change and uncertainty.
That brought up what people were calling the outcome era. Any business that deals in just deliverables, and positions itself that way, could be in a precarious spot.
Commercial skill matters more
If this is where things are heading, strong commercial expertise in-house becomes more and more valuable. Founders and creative leaders can sell with real authenticity. But improving margin, thinking beyond the next two or three projects and pushing pricing harder takes people with the skills to do it. It also lets the founders get on with selling themselves.
At one dinner, pitching came up as a constant battle. Even paid pitches were described as token. The alternative was being more proactive about business development, with a plan rather than just reacting to whatever comes through the door. One practical idea was having a budget for developing revenue from existing clients.
Open to new models, but the fires get in the way
People were open to new ways of running an agency, though how new is hard to say when you're fighting everyday fires. It was really interesting to hear from one of our customers that has moved to an employee-owned model.
Thanks to everyone who came to dinner, gave up time for a visit and shared so openly. I'd love to keep this conversation going, so shout if you see any of it differently.
