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The Infocomm Media Development Authority (IMDA) has partnered with Grab to help 10,000 small and medium-sized enterprises (SMEs) across Singapore’s food and beverage, retail and eCommerce sectors adopt artificial intelligence. The initiative, dubbed the “Grab AI Programme for SMEs”, will provide businesses with complimentary online training, masterclasses and webinars aimed at raising AI awareness, improving AI literacy and accelerating adoption. Delivered through GrabAcademy, the programme is designed to address common barriers to adoption, including limited understanding of AI, uncertainty over practical use cases and a lack of implementation support. Don’t miss: OpenAI deepens Singapore bet with SG$300m investment Participating businesses will gain exposure to IMDA pre-approved AI solutions tailored to their sectors, while those ready to move beyond the basics can enrol in a two-day course, co-developed with the Singapore University of Technology and Design. The course will guide SMEs through identifying relevant use cases, understanding AI’s business value and developing a practical roadmap for implementation. After completing the programme, businesses will receive support from Grab and IMDA-approved vendors to identify suitable AI solutions. The Grab partnership forms part of IMDA’s Digital Enterprise Blueprint, a national initiative launched in 2024 to help local businesses strengthen their digital capabilities. To date, the blueprint has supported more than 26,000 enterprises. Alongside the Grab initiative, IMDA has also partnered with RSM Stone Forest IT to launch the RSM Cyber2SME Programme, which will offer complimentary phishing simulation exercises and cybersecurity workshops to 2,000 SMEs. Together, the two programmes aim to uplift 12,000 SMEs and keep IMDA on track to reach its goal of supporting 50,000 enterprises by 2029. According to Alejandro Osorio, managing director of Grab Singapore, the programme aims to close the gap between larger companies with dedicated innovation teams and smaller businesses that often lack the time and resources to explore emerging technologies. “Our ongoing work with small and medium-sized enterprises (SMEs) highlights a growing divide – not between humans and machines, but between larger firms with dedicated resources and smaller businesses operating with limited bandwidth. Many SMEs are simply too busy to explore new technologies. That is why practical AI matters most,” said Osorio. “Through GrabAcademy, we have long supported our partners with accessible, applied learning, and this collaboration with IMDA allows us to deepen that support. We are helping SMEs adopt AI in tangible ways that translate into real productivity gains and business growth,” he added.  Grab joins a growing roster of Digital Enterprise Blueprint partners including Google, Microsoft, Salesforce, Amazon Web Services and DBS Bank, all of which are working with IMDA to accelerate AI adoption and digital transformation among Singapore businesses. Last year, it announced partnerships with Alibaba Cloud, Prudential Singapore, and ST Engineering. Under the partnership, Alibaba Cloud will support up to 3,000 SMEs and digital solution providers through its ‘Digital accelerator programme’ while Prudential Singapore, working with Republic Polytechnic, will roll out the ‘GenAI Xponential programme’, offering a series of explainer videos and workshops to help SMEs better understand and adopt pre-approved GenAI solutions under IMDA’s scheme.  Meanwhile, ST Engineering will provide up to 2,000 SMEs with a one-time cyber threat scan via IMDA’s CTO-as-a-Service platform, along with events designed to help businesses recognise and defend against emerging cyber threats. Related articles:  IMDA partners SBS on global content co-productions and AI solutions  IMDA sets guardrails for agentic AI with new framework  IMDA in talks with X as Grok misuse sparks safety concerns  source

Spotify and Universal Music Group (UMG) are set to launch a new responsible AI-powered tool that will allow Spotify Premium users to create licensed covers and remixes of songs from participating artists and songwriters. The tool, which will be offered as a paid add-on to Premium subscriptions, is powered by generative AI and marks a new licensing model designed to open up additional revenue streams while boosting music discovery on the platform. Under the agreements, artists and songwriters will be able to opt in and earn royalties from fan-made AI-generated covers and remixes. Spotify said the system is built on “consent, credit and compensation”, ensuring rightsholders are paid when their work is used in AI-assisted creations. Don’t miss: Spotify swaps logo for a disco ball, and audiences are split  Spotify co-CEO Alex Norström said the initiative extends the platform’s long-standing focus on evolving the music ecosystem through technology, adding that the company is working to ensure fan-made remixes are both “more beneficial for fans and more rewarding for artists and songwriters”. “Solving hard problems for music is what Spotify does, and fan-made covers and remixes are next. What we’re building is grounded in consent, credit, and compensation for the artists and songwriters that take part. Through each technological transformation, we have worked together with Sir Lucian and his team to evolve the music ecosystem into a richer, more beneficial experience for fans and a more rewarding outcome for artists and songwriters,” said Norrström Sir Lucian Grainge, chairman and CEO of UMG, said the initiative is designed to bring artists and fans closer together while supporting human creativity. He added that the tool is “firmly artist-centric” and rooted in responsible AI, with the aim of driving growth across the wider music ecosystem. “The most valuable innovations in the music business always bring artists and fans closer together. That principle is at the heart of this pioneering AI-enabled superfan initiative, which is designed to support human artistry, deepen fan relationships, and create additional revenue opportunities for artists and songwriters,” said Grainge.  The launch signals one of the most significant mainstream moves yet towards licensed generative AI use in music creation, with monetisation and rights management built directly into the fan experience. The announcement also builds on Spotify’s broader efforts to develop licensed AI-powered music tools alongside major rights holders. In October last year, Spotify said it was collaborating with Sony Music Group, Universal Music Group, Warner Music Group, Merlin and Believe to develop generative AI products designed to support artists rather than compete with them. At the time, Spotify said the partnerships would be guided by four key principles: upfront agreements with rights holders, artist choice in participation, fair compensation and stronger artist-fan connections. The streaming platform also revealed plans to build a dedicated generative AI research lab and product team focused on creating AI-powered music experiences in collaboration with artists, songwriters and producers. Related articles:  You noticed Spotify’s disco ball, and brands noticed you noticing  Listeners can soon swipe on ads as Spotify turns up its ad mix  Spotify turns ad education into earworms with ‘Tunetorials’  source

Nespresso has launched its latest global campaign film, “Step into Nespresso’s new Vertuo world”. Fronted by its newest global brand ambassador British pop-star Dua Lipa, the campaign positions coffee as a gateway to immersive, experience-led moments. The campaign centres on the idea that every cup of coffee opens a different world, brought to life through cinematic visuals that shift across settings inspired by culture, creativity and everyday rituals. It continues Nespresso’s long-running brand narrative around coffee as more than a product, but a sensory experience tied to mood, identity and lifestyle. At the heart of the film, Lipa takes viewers through a series of coffee-led moments across locations, from a morning Melozio mug in New York to an afternoon iced Double Espresso Chiaro by the pool, and later a French lavender and vanilla decaf moment. The narrative leans into spontaneity and curiosity, anchored by the recurring idea that each coffee choice unlocks a different world of experience. Don’t miss: Nespresso SG marketing head steps down after seven years  The campaign also plays on Nespresso’s heritage, with Lipa referencing George Clooney’s iconic “What else?” line, reinterpreting it as a prompt for exploration rather than routine. Clooney also makes a brief appearance in a nod to the brand’s long-standing ambassador legacy. Alongside the film, Nespresso has introduced a refreshed creative direction developed with newly appointed agency Leo Constellation. The refreshed direction features updated visual codes and a bespoke typeface aimed at balancing structure with spontaneity. The brand said the direction reflects a broader shift towards a more expressive identity for coffee drinkers who see their ritual as an extension of personal lifestyle, while maintaining its positioning around quality and global coffee culture. The launch also coincides with Nespresso’s summer 2026 collection, which includes new limited-edition coffees and iced recipes such as ‘Yuzu vanilla over ice’, alongside accessories including the Travel iced tumbler in bubblegum. Nespresso said the seasonal range is designed to reflect “laid-back summer energy” and a continued focus on iced coffee innovation, with at-home recipes positioned as part of the broader experiential push. The coffee brand first appointed Lipa as its global brand ambassador in March this year, joining longtime ambassador Clooney. The partnership marked what Nespresso described as a “striking new chapter” for the brand. At the time, Nespresso said Lipa’s qualities mirrored the brand’s own focus on curiosity, experimentation and cultural relevance. Known for her music, fashion influence and global appeal, the singer was positioned as a natural fit for a campaign centered on exploration and elevated coffee experiences. The appointment also reflected Nespresso’s broader push to connect with a younger generation of consumers through lifestyle, creativity and culture-led storytelling. “We’re excited to welcome Dua Lipa to the Nespresso family. She’s a true explorer, always curious, always trying something new, and that energy fits beautifully with the direction we’re taking as a brand,” said Leonardo Aizpuru, chief marketing officer at Nespresso. Lipa similarly described the partnership as an “easy decision”, adding that she had “grown up with Nespresso” and admired how the brand continued to evolve through new flavours and experiences. Related articles:  How Nespresso is making craft coffee a one‑touch brew  Nespresso elevates brand heritage via SKYE culinary activation  Samsung denies using Dua Lipa’s image on TV packaging amid US$15m lawsuit  source

Omnicom PR has unveiled a new regional leadership structure across Asia-Pacific, EMEA and Canada as part of a broader effort to streamline operations across its agency portfolio outside the US and UK, according to a statement from the firm. Under the new structure, FleishmanHillard’s Joanne Wong has been elevated to the role of APAC CEO at Omnicom PR, effective 1 July. Weber Shandwick EMEA CEO Hugh Taggart will become Omnicom PR’s EMEA CEO, and Weber Shandwick Canada CEO Greg Power has been appointed to lead as Canada CEO for Omnicom PR. The three executives will report directly to Omnicom PR global CEO Chris Foster and oversee all OPR agency brands within their respective regions, working closely with local leadership and drawing support from global agency leaders. Don’t miss: Omnicom PR reportedly restructures agency portfolio  In Asia-Pacific, Wong will oversee Weber Shandwick, FleishmanHillard and Golin. She had rejoined FleishmanHillard as Asia Pacific president in late 2023, marking a return after serving as a senior managing director at FTI Consulting.  Meanwhile according to Earned First, at the market level, Omnicom PR is also consolidating leadership across several countries. Weber Shandwick Singapore leader Carolyn Devanayagam and Weber Shandwick Korea leader Elizabeth Bae are among those taking on expanded Omnicom PR leadership responsibilities. The restructuring will also reportedly see several senior regional roles eliminated. The Weber Shandwick Asia Pacific CEO role, previously held by Tyler Kim based in South Korea, and the Golin regional president role held by Darren Burns will no longer exist under the new structure. The combined fee income of the agencies in the region is estimated at approximately US$150 million, accounting for roughly 5% of Omnicom PR’s global revenue. The restructuring follow a series of consolidation moves within Omnicom PR earlier this year, including the merger of Ketchum with Golin and the integration of Porter Novelli into FleishmanHillard. At that point in time, reports stated that there will be no changes to Weber Shandwick or MMC. OPR’s public affairs agencies, including Mercury, GMMB and Vox Global had also remained unchanged. The moves are part of Omnicom PR’s wider strategy to simplify its global PR network operations, as Omnicom Group continues efforts to streamline operations following its acquisition of IPG.  The changes also follow recent leadership shifts within Omnicom’s APAC operations. In February, Mei Lee stepped down as managing director of FleishmanHillard Singapore after a year in the role. Related articles: Omnicom Advertising Asia unveils regional leadership team Omnicom’s first results post-IPG show merger costs bite, underlying performance holds Omnicom seals Interpublic takeover, structural details to be revealed next week  source

For IKEA Singapore’s recently appointed country retail director and chief sustainability officer, Michael la Cour, strong brand recognition is not something retailers can afford to take for granted, even for globally recognised brands such as IKEA. Speaking on Marketing Connected’s “In conversation” series, la Cour said the challenge today is not just awareness, but continuing to “deserve” it. “The awareness is so high, and it is high in Singapore, but it kind of commits in a way,” he said. We need to consistently deserve that awareness, so it’s a consistent focus of ours to become or stay relevant for customers in Singapore. According to la Cour, IKEA Singapore sees about 8.5 million visitors annually across its stores, making the retailer deeply embedded in many Singaporeans’ lives and upbringing. However, evolving consumer expectations and intensifying eCommerce competition are reshaping how retailers connect with audiences. Don’t miss: In conversation: Singapore’s arts scene wants your attention Catch the full interview here:  “The relationship with customers is an ongoing relationship,” he said. “It comes with the range, how we meet customers, and how we interact with them. That’s what really creates a brand.” Despite rapid online growth, la Cour believes physical retail experiences remain critical, particularly in the home furnishing category. “There’s no doubt we will play in both areas,” he said of online and brick-and-mortar retail. “People tend to want to go to the store when it’s about a sofa, a kitchen or wardrobes. You need to feel it, you need to see it.” Although IKEA is currently testing the use of these eCommerce marketplaces in China and several other markets, la Cour explained that the brand is still undecided on their effectiveness. “We can’t carry everything. But do we see them as competition? I’d say we usually focus on ourselves. The focus is on ensuring that you always think about IKEA first. If we do the range well enough, if we do the presentation well enough, and if we can inspire you well enough, then I’m happy,” he said. At the same time, IKEA Singapore is increasingly exploring experiential retail formats to attract younger consumers seeking more immersive interactions with brands. Referencing initiatives such as IKEA Malaysia’s house party concept and past in-store sleepovers globally, la Cour described IKEA stores as “the original social media”. “It was where people met,” he said. “Nowadays it can be many other places online, but the stores are our medium to bring people together.” Looking ahead, la Cour said IKEA Singapore will continue expanding how it reaches customers through smaller city-store formats, home design services and more customer touchpoints across the island. “We’ll explore a lot of different avenues over the next few years,” he said. “We hope to be a continuous part of the Singapore story that we’ve been since we opened our first store here.” Also tune in to the full conversation on Spotify: Tune into the rest of this conversation on your favourite podcast platforms, by searching up Marketing Connected. For all the visual people out there, we’ve got your back as well, with our vodcasts on YouTube. Related articles: In conversation: How Airwallex channels sports energy into B2B impact In Conversation: Are we forgetting what makes marketing work? IKEA is hiding something… and one million points are up for grabs  source

Grayling has launched a new insights platform in Asia Pacific aimed at helping brands understand how they appear in AI-generated search results, as traditional search behaviour continues to shift towards generative engines. The Generative Engine Optimisation Radar (GEO Radar) tracks brand visibility across AI platforms, identifies which sources influence AI-generated responses, and flags reputational risks such as misinformation, outdated content or incomplete narratives. The tool was launched in Singapore today (22 May) and will be rolled out across Grayling’s Asia Pacific network in the coming months. The move comes as AI-generated summaries increasingly replace traditional search listings, reshaping how consumers discover and evaluate brands online. According to McKinsey & Company, around 50% of Google searches now include AI-generated summaries, a figure expected to rise to more than 75% by 2028. Don’t miss: When zero-click becomes the norm, are PR teams still in control of the narrative? Grayling said the platform is designed to address a growing visibility gap for brands in this new search environment, where inclusion in AI-generated answers is becoming as important as ranking on search engines. “Brands used to compete to be one of many on the first page of Google. Today, they are competing to be included in the AI-generated summary at the top of the page, or in conversations with AI models that are increasingly sophisticated,” said Danny Tan, managing director of Grayling Singapore. “As large language models change the way brands are discovered and perceived, organisations must have visibility into how they show up in this new environment,” he added. The platform also reflects broader industry concern that brands are losing control over how they are represented online, as AI models increasingly rely on third-party sources to generate responses. Grayling said GEO Radar will help organisations identify which domains and media sources are shaping AI-generated narratives, and assess how those inputs may influence brand perception. From June, the platform will be deployed across Grayling’s regional offices and partners in Malaysia, Thailand, the Philippines, Vietnam and Australia. GEO is increasingly being positioned as the successor to traditional SEO in the AI search era, as brands and marketers adjust to how discovery is shifting from static search rankings to AI-generated answers. The shift comes as AI search tools become more embedded in everyday behaviour, with Google recently noting that Gen Z is now the most active generation on Search, issuing more daily queries than any other age group globally. This trend is particularly pronounced in Southeast Asia, where AI is reshaping how users search, learn and make decisions. Search itself is also evolving from keyword-based inputs into a more conversational, multimodal experience powered by generative AI, allowing users to ask follow-up questions, refine intent and combine text, voice and image inputs. In markets like Singapore, IPSOS research in December 2025 found that 78% of social media users rely on Google Search to validate discoveries made on social platforms, underscoring its role as a verification layer between discovery and decision-making. Related articles:   The AI performance boom is real, but it’s trapped in search and social The uncomfortable truth of AI search: marketing teams are still working in silos Beyond the click: How marketers can score in the zero-click search era   source

Guzman y Gomez will exit the US market and close its Chicago restaurants with immediate effect, after deciding the business was unlikely to deliver the performance needed to justify further investment. The ASX-listed Mexican fast-food chain said its US operations had made progress on brand building, guest experience and operational standards, but financial performance had not met its targets. Founder and co-CEO Steven Marks said the decision followed three months spent in the US assessing the business. “I have always been confident in the differentiation of our food and guest experience, however this was not translating to an improvement in sales momentum. Having spent the last 3 months in the US, I realised this was going to take significantly more time and capital than we had expected,” Marks said. SEE MORE: Claire West steps up as GYG global CMO “In assessing the trajectory of the current network, the Board and I have concluded that the business is unlikely to deliver the performance that would justify continued investment of shareholder capital.” The move shifts attention back to Australia, where GYG said its business remains in a strong position with solid growth, strong unit economics and a significant pipeline of future restaurant sites. The company remains on track to open 32 restaurants in Australia this financial year and expects to deliver Australia Segment underlying EBITDA of about $85 million in FY26, representing 29% growth on the prior year. Marks said concentrating capital and infrastructure behind the Australian opportunity was the clearest path to long-term value creation. “We have a long runway ahead of us in Australia as we progress towards our long-term target of 1,000 restaurants and segment underlying EBITDA as a percentage of network sales of 10%,” Marks said. “Concentrating our capital, focus and infrastructure behind this opportunity is the most effective way to compound shareholder value over the long-term.” GYG said the US exit does not change its belief in the global appeal of the brand, but signals a more disciplined approach to international expansion. The company pointed to Singapore and Japan as stronger examples of its international model, where master franchise partners continue to deliver sales growth and healthy unit economics. Both markets are planning new restaurant openings in the next 12 months, with Singapore opening its 24th restaurant earlier this week. “We are very proud of our international partners in Singapore and Japan and see substantial growth ahead in each market. Beyond Singapore and Japan, we continue to believe there will be the right opportunities, in the right markets, with the right models,” Marks said. “When those opportunities arrive, we will be ready. Today’s decision is about the US specifically, it is not a statement about GYG’s global potential.” The US exit is expected to result in a one-off profit and loss impact of between US$30 million and US$40 million in GYG’s 2026 full year results, subject to audit review. The cash component of the exit costs is not expected to exceed US$15 million and includes lease liabilities, employee costs, contractual commitments and other exit costs. GYG said the one-off items are not expected to affect its final dividend for FY26. The company’s buyback program will remain active, with its blackout period now starting from the close of ASX trading on 30 June 2026. source

Singapore is looking to deepen its position as a trusted AI-powered financial hub, with deputy prime minister (DPM) Gan Kim Yong urging businesses and financial institutions to move beyond AI experimentation and towards enterprise-wide adoption. Speaking at the “Trust and AI: Navigating a world in transition” leaders’ dialogue hosted by DBS alongside CEO Tan Su Shan, DPM Gan said the next phase of competition among global financial centres will hinge not just on infrastructure and market depth, but on how responsibly and effectively AI is deployed. “Financial centres will also be judged by whether they can embrace and harness AI capabilities, and do so responsibly, deploy it at scale, preserve trust, ensure security, and nurture their people with the skills to work effectively and confidently with technology,” DPM Gan said. Don’t miss: Why StanChart’s ‘lower-value human’ layoffs became a PR problem, not just a job cuts announcement His comments come as Singapore ranked third globally in the newly launched “Global AI financial hub index” report, behind New York and San Francisco. DPM Gan described the ranking as “a strong vote of confidence” but warned against complacency, adding that Singapore’s future competitiveness would depend on its ability to scale AI adoption, create quality jobs and strengthen trust and governance frameworks around the technology. He said Singapore’s strategy would be ecosystem-led, positioning itself as a place where regulators, banks, insurers, asset managers and technology firms can collaborate to test and deploy AI solutions in real-world financial settings. “We cannot outspend the largest economies, nor build the biggest models. But we can be the place where useful AI solutions are developed, tested and deployed against real-world financial use cases,” he said. DPM Gan also stressed that AI adoption should not come at the expense of workers, acknowledging growing anxiety surrounding entry-level jobs and automation. “Growth remains essential. But in an age of AI and automation, growth may no longer generate jobs in the same way as before,” he said, adding that some jobs would inevitably be redesigned while others may disappear entirely. Instead, DPM Gan called on employers to focus on job redesign and workforce transformation alongside AI deployment, particularly in sectors such as finance where professionals can shift towards higher-value work involving judgement, client engagement and problem-solving. He said:  The future will not be about ‘AI skills’ in isolation. It will be about AI plus domain expertise. During the dialogue, DBS’ Tan raised concerns around workforce anxiety among younger workers and graduates entering an increasingly AI-driven economy. In response, DPM Gan said the government was working with institutes of higher learning to strengthen internship and traineeship programmes to better prepare students for changing workplace demands. “I think there is this sense of anxiety. This sense of anxiety is not unhealthy,” DPM Gan said. “They ought to be aware of the changing environment so that they are prepared for it.” Beyond talent and adoption, DPM Gan also highlighted the growing importance of trust, cybersecurity and resilience in the AI era. “The same technology that helps firms detect fraud can also help criminals carry out more harms,” he said, warning that AI-enabled cyberattacks and operational risks would become increasingly sophisticated. He added that Singapore’s reputation as a financial centre was built on trust, and maintaining that trust would require stronger AI governance, clearer accountability and robust cyber resilience measures. Separately, DPM Gan said Singapore remains open to global AI partnerships and talent as competition for AI leadership intensifies globally. He pointed to ongoing regional initiatives such as ASEAN’s Digital Economy Framework Agreement and suggested future collaborations could include joint AI capability development across the region. He also revealed that Singapore is developing an AI Park in one-north aimed at bringing together researchers, practitioners and businesses to strengthen the local AI ecosystem and support companies experimenting with AI adoption. “We hope that these leaders and champions of AI will be pathfinders, to show by example how AI can impact businesses, can help and enhance business competitiveness,” DPM Gan said. DPM Gan’s comments come as Singapore continues pushing for broader AI adoption across industries, despite many businesses still being in the early stages of implementation. According to a recent report by Singapore’s Ministry of Manpower, 71.5% of firms have yet to adopt AI, while only 28.5% have started integrating the technology into their operations. Of those, just 3.8% said AI had been fully embedded into core business processes, with most companies still in planning or pilot phases. The study, conducted between January and March 2026, surveyed 2,560 private sector establishments employing about 486,600 workers. Photo courtesy of Gan Kim Yong on Facebook. Related articles:  AI momentum builds across Southeast Asia, but gaps persist  AI use rises, but so do trust demands from Singaporeans  More companies miss revenue targets as AI and volatility reshape B2B growth    source

Spend an hour with Sir Martin Sorrell and advertising quickly becomes a proxy for the world economy. When I met the S4 Capital founder and executive chairman at Sydney’s Park Hyatt last week, I had expected the conversation to begin with agency consolidation. After all, the global holding companies are simplifying portfolios, merging brands, folding capabilities together and pushing clients toward more unified, platform-led operating models. In Australia, Dentsu’s move to shutter the Carat and iProspect brands has made that debate feel particularly immediate. But Sorrell’s view moves faster and wider than the industry’s internal machinery. For him, the agency sector’s current pressure is only one expression of a much larger shift: slower-growth and a more fragmented global economy in which marketers will have to be far more selective about geography, far more ruthless about efficiency and far more serious about AI. “What is exciting is that the world is in a mess,” Sorrell says. It was not a throwaway line. Sorrell, who built WPP from a small shell company into the world’s largest advertising and marketing services group before launching S4 Capital, has spent decades reading the agency business through the wider forces of capital, client pressure and global expansion. SEE MORE: Dentsu folds Australian media brands into single agency model His current read is blunt. The world is not returning to the era of “globalisation on steroids”. Instead, marketers are operating in a more fragmented global pattern where growth is harder to find, risk is more unevenly distributed and market selection matters more. “I think we’re going into a phase where growth is slower,” Sorrell said. “Inflation is going to be more stubborn than people think,” he added, arguing that central banks “never got it down to the 2% which was the long-term objective” and that interest rates will remain “higher than we’ve been used to”. For marketers, that matters. Higher interest rates and stubborn inflation change consumer behaviour, squeeze discretionary spending and force businesses to defend margins. They also intensify the pressure on marketing departments to prove efficiency, not just growth. “So, in that world, efficiency, the latest iteration of which is sort of blockchain AI and coming down the pipe is quantum computing, becomes even more important,” Sorrell said. “Those two things make the world, I think, a really interesting place.” That is where the AI debate becomes more interesting. Sorrell does not frame AI as a shiny technology layer sitting on top of marketing. He sees it as the latest and most powerful tool in a long-running shift that began with the internet, accelerated through data and digital media and is now reshaping the economics of agency work itself. The result is a harder, more operational version of the AI story. Not simply faster content or cheaper production. But a structural reset in how marketing services are priced, delivered and measured. “AI is affecting visualisation, personalisation at scale, media planning and general efficiency. Then there is the democratisation of knowledge,” Sorrell said. Most significantly, he said it is changing agency revenue models from a time-and-materials basis to one built around outputs, usage and subscriptions. “It’s changing the revenue model from a time and materials model to an output-based model,” he said. “We’re trying to get clients to pay on the basis of number of assets created and number of times used.” An AI reckoning? That shift goes to the heart of the agency business. For decades, the industry’s economic foundation was built around people, hours, teams and retainers. AI challenges that directly because it compresses production time, automates parts of media planning and creates a different basis for valuing work. For CMOs, it creates a different kind of procurement conversation. Marketing departments may be attracted to speed, scale and lower cost. Procurement teams, Sorrell said, remain more conservative. But the direction is clear: as AI makes marketing outputs easier to produce and optimise, clients will increasingly question whether they should still pay for the old inputs. This is also why Sorrell sees current agency consolidation through a sceptical lens. Merging agency brands or folding capabilities together may create cost savings, but it does not automatically create strategy. More important, he says, are leadership, strategy and structure. “The three dimensions: who’s the leader, what the strategy is and what’s the structure?” Sorrell said. On that score, he argues Publicis has been the clearest among the major groups, with a strong leader in Arthur Sadoun, a clear story around data and digital and a country-first structure. By contrast, he questioned whether capability-led structures inside the holding companies risk creating internal divisions at the very moment clients want more integrated accountability. The point is not academic. As marketers ask for fewer hand-offs and clearer access to capability, the agency groups are trying to simplify themselves. But Sorrell’s warning is that consolidation without strategic clarity can become a cost exercise dressed up as client benefit. “Good people are good by definition, but good people who share are the real ones,” he said. “They’re the ones that you really want.” If the agency model is under pressure, geography is also being re-priced. Sorrell still sees the US as strong. South America has “enormous opportunity”. Africa has opportunity but remains too volatile for his taste. Asia remains central, but not without geopolitical risk. China, he argued, is too important to ignore but too risky to overweight beyond its share of global GDP, particularly given Taiwan. India, however, stands out. “You could de-risk like India, which is the world’s fastest growing with superb leadership around Modi,” he said, also pointing to Vietnam and Indonesia as important growth markets. New growth markets By 2050, Sorrell expects Indonesia to sit among the world’s top five economies, alongside China, the US, India and Germany. Europe, by contrast, is where he sees the biggest structural challenge. “Europe is where the problem is,” he said. “UK and France have got big problems, Germany’s got issues. So Europe is a structurally challenged part of the world.” For Australian marketers, there is

This post is sponsored by the National Volunteer and Philanthropy Centre. At a time marked by economic uncertainty and shifting social priorities, one national platform has quietly, but steadily, strengthened its role in shaping how Singapore thinks about giving. The President’s Volunteerism and Philanthropy Awards (PVPA) 2025 was awarded gold at the PR Awards 2026 for “Best Engagement for a Targeted Community” – a recognition that spoke as much to strategy as it did to substance. At first glance, the PVPA may appear to be just another awards programme in an increasingly crowded recognition landscape. But a closer look reveals something more deliberate: a long-term effort to redefine how volunteerism and philanthropy are understood, recognised, and ultimately sustained in Singapore. Organised by the National Volunteer and Philanthropy Centre (NVPC), the PVPA is widely regarded as the country’s highest national accolade for giving. Conferred by the President of Singapore, it honours individuals, organisations, leaders, and communities whose contributions have created meaningful social impact. What sets the PVPA apart is its diversity. The awards cut across sectors and profiles – recognising everyone from youth volunteers and grassroots organisers to corporate leaders who are embedding purpose into business models. Categories such as “People of Good”, “Leaders of Good”, “Organisations of Good”, “City of Good”, and “Communities of Good” reflect a fundamental premise: that building a more caring society is not the responsibility of any single group, but a shared national endeavour. Beyond recognition: shaping narratives of giving The PR Awards win offers a useful lens into why the PVPA continues to gain traction. PVPA 2025 received a record 451 submissions – more than 50% higher than the year before, and the highest in its history. Nevertheless, it is crucial to look beyond visibility metrics to assess how effectively a campaign can connect with a clearly defined audience. In this respect, the PVPA’s approach stood out. Rather than broad and generic messaging, the campaign focused on engaging those already adjacent to giving – non-profits, corporate purpose leaders, community groups, and individuals contributing in less visible ways. By narrowing in on this group, the PVPA was able to shift perceptions from the inside out. A key part of this strategy lay in storytelling. Instead of highlighting only outputs – dollars raised or hours logged – the stories examined the intent, complexities, and challenges underpinning social impact work. Profiles of award recipients delved into motivations, trade-offs, and the sustained effort behind their work. The result was a more nuanced portrayal of giving, one that felt relatable and accessible rather than aspirational. This matters in a climate where audiences are increasingly sceptical of polished narratives. Authenticity, in this case, was not a buzzword, but a prerequisite for sustained engagement. Precision in engagement Another factor behind the PVPA’s success was its targeted and multi-layered outreach. Corporate leaders were engaged through the lens of business purpose and sustainability. Ground-up groups were approached through community networks where they operated. Younger audiences encountered PVPA stories on social platforms where discovery was organic and peer-driven. This segmentation allowed for relevance, arguably one of the most undervalued drivers of participation in social campaigns. Equally important was the campaign’s multi-platform execution. The PVPA’s use of video, digital content, and social media amplification reflected a recognition that attention today is fragmented. Meeting audiences where they were, rather than expecting them to seek out information, helped expand the awards’ reach without diluting its core message. From an awards platform to a national movement Perhaps the most significant shift in recent years is how the PVPA has been positioned. It is no longer framed solely as a recognition mechanism, but as part of a broader national movement to normalise giving – towards NVPC’s vision of Singapore as a “City of Good”. This reframing is subtle, but consequential. Recognition becomes a means of social proof, demonstrating what is possible and, importantly, what is already happening. In doing so, the PVPA contributes to a feedback loop: visibility drives participation, which in turn generates more stories to amplify. The growing number and diversity of nominations suggests this approach is bearing fruit. This growth signals a mindset shift in how society views giving, where more people see genuine value in sharing about it. More first-time nominees, ground-up initiatives, and cross-sector collaborations are entering the fold, indicating a giving landscape that is both widening and deepening in participation across sectors and demographics. Why this matters now The timing of this recognition is notable. Across many markets, corporate social responsibility is being tested by economic pressures, while individuals face rising costs of living and uncertainty around employment. In such conditions, giving can often be perceived as optional. The PVPA’s continued momentum challenges that assumption. By highlighting stories where purpose is integrated – into business models, community action, and everyday life – it reinforces the idea that giving can be central to how we live and contribute to society. For businesses, this aligns with a broader global shift towards stakeholder capitalism and purpose-driven strategies. For individuals, it reframes giving as something accessible, meaningful, and relevant for everyone, rather than reserved for those with excess resources. An open call for stories that matter Now in its 14th edition, the PVPA once again extends an invitation – not just to be recognised, but to be part of a larger narrative about what it means to give. Those who have made a difference – whether through time, talent, treasure, ties or testimony – are encouraged to step forward. Equally, nominators play a critical role in surfacing stories that might otherwise remain unseen. Entries for PVPA 2026 can be submitted by 1 June 2026 here: https://nvpc.org.sg/programmes/pvpa-2026/ Ultimately, winning the gold award at the PR Awards 2026 was less about validation and more about direction. It signalled that thoughtful and targeted engagement grounded in authenticity and purpose can do more than raise awareness. It can shift mindsets. And in a society where the challenges ahead will increasingly require collective action, that may be the most valuable outcome of