During advertising’s golden age, campaigns were about telling stories and creating distinct memory structures that ingrained brands in the hearts and minds of consumers.
These sorts of
equity-driven ads focused on long-term brand building are increasingly rare today. With the rise of digital and performance-driven marketing, there’s been a shift toward more immediate
product-benefit communications, where quick wins and measurable results dominate the agenda.
This shift presents a significant challenge for ad agencies looking to build
in-house design offerings. As advertising has become more short-term and tactical, many agencies have struggled to balance the demands of campaign work with the longer-term, strategic thinking that
design requires. The big question is whether ad agencies can successfully integrate design into their existing structures, and if so, how?
The answer isn’t
straightforward. While some have managed to build strong in-house design capabilities, plenty of others have fallen short, largely due to a fundamental misunderstanding of the different approaches,
skill sets and mindsets required for each discipline. To succeed, ad agencies must understand how design and advertising are not just different, but complementary disciplines that—when
integrated correctly—can create tremendous value for clients.
This requires rethinking strategy, client services, and the creative process.
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The
shift from storytelling to product messaging. Today, fewer brands are investing in long-term, storytelling-driven campaigns that build emotional connections
and brand equity. Instead, there’s a growing emphasis on short-term campaigns that communicate immediate product benefits and deliver measurable outcomes. Digital and social platforms have
accelerated this trend, driving brands to focus on direct engagement, performance marketing and sales conversions.
Agencies have adapted to meet these demands. Campaigns are
often short-lived, with quick turnarounds and a relentless focus on metrics. The objective is to capture attention and drive consumer action in the moment—sometimes at the expense of long-term
brand building.
But design is rooted in long-term brand building, and arguably, the best design can rarely be done right when focused on short-term ROI. In a fast-paced,
tactical environment, it can be difficult for ad agencies to build a strong design offering that focuses on deeper, more strategic brand work.
Can advertising and design
coexist in one agency? Building an in-house design offering is not as simple as hiring a few designers and assigning them work. Design’s very nature requires a
different process, one that is more deliberate, strategic, and far less focused on immediate sales impact. Design agencies often start by asking broader, more fundamental questions, i.e. Is there a
brand definition issue? Does the brand need to realign its messaging? Could the challenge be related to portfolio architecture or brand consistency?
Moreover, design’s
success in an ad agency isn't just about creative talent—it also depends on the strategy and client services expertise behind it. Design requires differentiated strategic thinking and client
management to identify whether a brief calls for a brand or a comms solution. Strategic teams need to act as the architects of the response, ensuring the integrity of the final deliverables. In many
design agencies, this process is supported by the “triumvirate” model, where strategy, design and client services work together from the outset—similar to the traditional pairing of
copywriting and art direction in advertising.
Which is why agencies struggle when building in-house design offerings. For an in-house design function to thrive within an ad
agency, there must be a clear delineation of roles and responsibilities. Note that design and advertising are not in competition; they are complementary disciplines that can create better outcomes
together—if each is given the space to do what they do best.
What success looks like: Media Arts Lab and Mother. Though complicated, it’s not impossible to navigate. Media Arts Lab (MAL), created specifically for Apple by TBWA\Chiat\Day, is a prime example. Apple’s commitment to design is
central to its brand; Design thinking is woven into every project, from product launches to digital campaigns, ensuring that the brand’s identity remains consistent and powerful over time.
The key to MAL’s success is that it doesn’t just treat design as an add-on; it’s part of the agency’s DNA. The relationship with Apple is deeply
collaborative, with design playing a leading role in shaping how the brand communicates with its audience. This holistic approach allows design to be as much a part of the strategic conversation as
advertising.
Unlike MAL, Mother isn’t tied to a single client, having managed to build a strong design offering by ensuring that design leads and advertising creatives
work in parallel from the outset. This integrated approach ensures that design and campaign thinking inform each other, resulting in more cohesive and strategically aligned work. By giving design
equal importance and investing in top-tier talent, Mother has been able to maintain a seamless experience for clients across both disciplines.
The challenges of building
in-house design The struggle is mainly due to cultural reasons. Again, advertising and design require different workflows, timelines and priorities. Advertising is
typically reactive, responding to market needs or client demands. Design, on the other hand, is much more proactive.
The only solution? Creating an environment where both
disciplines can thrive. This means ensuring that design isn’t treated as a service to be “plugged into” campaigns but prioritized as an integral part of the creative process from the
start. Collaboration is an absolute necessity, with both skill sets confidently “owning” the client relationship.