Spend a few minutes scrolling through LinkedIn, and it doesn’t take long to stumble upon a familiar spectacle: schadenfreude at WPP’s expense. Whether it’s criticism of Mark Read’s strategy, stinging takes on the share price, or comparisons to Publicis Groupe’s wins, there’s a persistent, almost gleeful narrative about WPP being on the ropes.
Yes, the holding company has had its difficulties. Cindy Rose has a formidable task ahead as the incoming CEO. The share price is far from stellar. And like every legacy player, WPP is grappling with the structural upheavals transforming marketing services. But the sheer relish with which its struggles are dissected feels disproportionate.
“The Mastercard win won’t make up for Mars.”
“It’s falling behind Omnicom and Publicis.”
“It’s too big, too slow, too stuck.”
The chorus of negativity is loud, but the truth is simpler: much of this is speculation.
Like any global business under pressure, WPP could be bought. It could be broken up. But the same could be said of any holding company facing the same structural headwinds.
Much of the narrative is speculation from the outside looking in.
From the inside, the picture feels more nuanced—and more promising.
Scale: liability or leverage?
WPP’s size is often painted as a weakness. But scale, when harnessed, can be leverage. The ability to connect brand, data, media, and commerce under one roof is still something most rivals are chasing. In a fragmented landscape, integration matters.
There’s also depth: WPP houses some of the most experienced talent pools across brand, digital, commerce, and media. That level of expertise is difficult to replicate in leaner competitors. For clients wrestling with complexity, size can still be an asset.
This doesn’t mean the transformation is complete, or even close. Cultural change at scale is slow, and for many, perhaps too slow. But change is happening. The old model of loosely connected agencies under a sprawling umbrella is giving way to something more integrated, fuelled by advances in AI, data, and creativity working together.
The ambition is long-term. And while the timescales can frustrate investors and commentators alike, we should recognise the direction of travel.
Why the hate, then?
So why does WPP attract such relentless negativity?
In part, because it’s still very big. Its sheer scale and visibility make it a lightning rod. There’s also still a lingering “evil empire” perception from the Martin Sorrell era — a narrative that sticks, even years after his departure. When I worked at McDonald’s, protestors rallied outside the Golden Arches. They didn’t bother with Wendy’s. Sometimes being the big brand that generates ire is, paradoxically, a compliment.
There’s also the industry’s taste for drama. “Publicis Groupe has cracked integration.” “Omnicom has outperformed.” “Accenture and Deloitte are eating everyone’s lunch.” These headlines are compelling, but anyone who’s inside these organisations knows the reality is more complicated. Integration is messy everywhere. Transformation is unfinished business for all the big players.
Behind the headlines
It’s worth remembering that WPP isn’t a faceless monolith. It’s full of bright, committed people trying to do their best work under enormous pressure. The constant bashing must get exhausting. And in the meantime, the work goes on: clients are served, campaigns are launched, and transformation continues—incrementally, imperfectly, but genuinely.
The bigger truth is that none of the giants, WPP, Publicis, Omnicom, Accenture, have a definitive playbook for the future. Everyone is navigating disruption, from AI to shifting client demands. Betting on the demise of one player is tempting theatre, but rarely accurate foresight.
So maybe it’s time to stop writing LinkedIn takes about who’s up, who’s down, and who’s doomed. Perhaps the more productive conversation is about how we, as an industry, build models that are fit for the future: integrated, creative, effective and human.
Because if there’s one thing the past few years have taught us, it’s that no one has the definitive playbook. Not WPP. Not Publicis. Not Accenture. Not even McKinsey.
Donald Pirie is a former planning partner at WPP, Omnicom, and Publicis Groupe, with over 20 years of experience. He now consults with The Effectiveness Partnership.
