Given the current digital transformation and increasing complexity in the market, the advertising industry has been searching for innovative ways to deliver more value to clients.

One approach is the push toward consolidating creative and media services. The promise here is that we are able to streamline marketing approaches and create more integrated campaign experiences for our brand clients. But beneath this logical strategy there is a nuanced challenge that demands careful consideration.  

Most agencies can manage a range of services but must maintain a core competency that clients rely on to deliver best-in-class creative and media execution. Staying focused on an area of expertise is essential for ensuring high-quality work and sustaining a competitive edge.

In some cases, we have strayed from this knowledge and expanded services surreptitiously, feeling the pressure from clients to respond to their call for efficiency and to work with a single partner, only to then have that same client return to a suite of single-discipline agencies soon after. Efficiency and results don’t always go hand in hand.  

How Holding Companies Can Get Bundling Right

Creative expertise and media strategy are not interchangeable skills — they are distinct disciplines that require deep, specialized knowledge.

The reality is, when agencies attempt to provide all services under one roof, clients don’t always get the full value of those offerings. Creatives cannot become media buyers overnight, and media strategists are not inherently equipped to craft compelling narratives. 

Holding companies are beginning to demonstrate a more nuanced approach. The key is not to blend disciplines indiscriminately, but to act as orchestrators — leveraging the strengths of both creative and media while allowing each to maintain its core competencies. 

This approach allows for more strategic collaboration without compromising the uniqueness and craft of each discipline.

Holding companies have learned how to foster collaboration while preserving the integrity of both creative and media teams, making it easier for clients to have one partner that gives them access to true experts across all disciplines. 

This means recognizing that creatives are storytellers and designers, while media professionals are data analysts and strategic planners. Their skills are complementary, not interchangeable. The most effective model allows these teams to collaborate without compromising their unique expertise. 

For example, a holding company can ensure that creative agencies have the freedom to explore big, bold and innovative ideas while tapping into the media agency’s expertise in reaching target audiences through data-driven insights and strategic placements. 

Rethinking The Efficiency Vs Effectiveness Debate 

One key aspect of success in this model is a strong, shared vision that unites both creative and media teams under a common set of objectives. However, while the goals may align, the approach to achieving those goals should remain distinct and autonomous for each discipline.

This mutual respect for the independence of creative and media teams allows both to operate with the freedom necessary for their respective expertise to thrive.

Holding companies that understand this balance — between a shared vision and respecting the independence of each discipline — are able to deliver campaigns that are both innovative and impactful, driving both brand relevance and measurable results. 

Prioritizing Impact Over Convenience 

The best campaigns are born from specialized teams working toward a shared vision. True success comes from balance, not forced expertise. The key is allowing creative and media teams to focus on their strengths while guiding them to collaborate toward a shared, effectiveness-driven goal. 

When each discipline is respected and given the freedom to excel, the result is extremely powerful, integrated campaigns that not only deliver real impact but also drive measurable effectiveness, helping brands thrive in a complex advertising landscape.