Agencies often pitch exciting, ambitious "North Star" campaigns that get one department excited. However, these ideas frequently fail because the client's internal teams (e.g., digital, PR, comms) are siloed and not aligned. The agency sells a vision that other departments ultimately block, leading to an inability to deliver.

Upcoming tools like Sora automate the script-to-video workflow, commoditizing the technical production process. This forces creative agencies to evolve. Their value will no longer be in execution but in their ability to generate a high volume of brilliant, brand-aligned ideas and manage creative strategy.

GM created a tiered agency structure. A "foundational" agency handles high-volume, operational production work (the "60%"). This frees up smaller, specialized creative agencies for each brand to focus solely on distinctive, compelling creative without getting buried in executional tasks.

One-off creative hits are easy, but replicating them requires structure. Truly creative marketing integrates storytelling into a disciplined process involving data analysis (washups, SWAT), strategic planning, and commercial goals. This framework provides the guardrails needed to turn creative ideas into repeatable, impactful campaigns.

The modern marketing flywheel requires testing creative organically, then amplifying winners with paid media. An agency that only handles one part of this process cannot be fully accountable for results. To prove ROI, agencies must offer both creative development and media buying as an integrated service.

Agencies are optimized for efficiency, stifling the creative experimentation needed for platforms like Meta. Top-performing brands employ an in-house strategist whose sole job is generating a high volume of diverse, "wacky" ad concepts—a function that can't be effectively outsourced.

Amazon's CCO explains that at an agency, creativity is the core product. In-house, it's just one business function among many. This requires a humbling shift from "selling" ideas to deeply understanding the business constraints and priorities that drive decisions, moving from being listened to, to being the listener.

Transform a creative department from a production house into a strategic partner by changing how you brief them. Instead of giving prescriptive directives, present the business problem that needs to be solved. This empowers creative minds to contribute to strategy and deliver more impactful solutions, not just executions.

In mature ad markets, creative quality is the biggest variable for success, not media spend. High-performing companies now shift budget away from platforms like Meta and Google and reinvest it into producing more content. This superior creative makes the remaining, smaller media spend far more effective.