• by Michele Madaris , 7 hours ago

Many brands say they want growth. But the way media decisions are being made today suggests something else: a preference for the safe, reliable and predictable over progress.

As accountability and scrutiny have intensified, strategic media planning has quietly shifted from a growth discipline to a defensive one. Decisions are increasingly optimized not for market impact or brand growth, but for internal justification and stakeholder approval. Plans are built to withstand the tough questions rather than to create momentum in the market. The result is media that maintains the business instead of moving it forward.

In this environment, media investment has gravitated toward what feels like the “safe bet.” And today, safe is often synonymous with performance media -- perhaps rightfully so. These channels are immediately measurable, easily optimized, and simple to defend. When pressure is high, performance becomes the default. Not necessarily because it’s the most effective growth lever, but because it produces fast, real-time, visible signals that are immediately tangible and therefore reassure stakeholders. The challenge is that this strategy often delivers small incremental gains, but not significant, step-change-type growth.

This mindset didn’t appear overnight. For years, performance platforms delivered predictable returns, reinforcing the belief that growth could be achieved almost entirely at the bottom of the funnel. But today’s media landscape looks nothing like it did five or even three years ago. Audiences are fragmented, journeys are non-linear, and the same platforms that once fueled growth are increasingly saturated and expensive. Brands keep pressing the same levers, yet results have flattened.

The issue isn’t execution. The issue lies in the decision not to be bold and maintain the status quo.

You can see risk avoidance in how many media plans are constructed. Upper- and mid-funnel investments are minimized or treated as optional because the cost of entry is sometimes expensive and potential impact feels harder to quantify in the short term. Innovation is confined to small test budgets that rarely scale. Even when brand channels prove their value, they’re often dialed back in favor of tactics that feel more defensible to the C-suite. The plan may look disciplined, but it lacks a leadership mindset.

What’s missing isn’t accountability. It’s leadership. Performance media has become a proxy for discipline, while true discipline lies in understanding how brand and performance work together to drive growth. Brand investment is not the opposite of accountability; it’s a given for sustainable performance. Brand builds trust, trust shapes consideration, and consideration makes conversion more efficient. When brand equity is strong, performance works harder. When it isn’t, performance plateaus.

The most defensible strategy in today’s environment isn’t avoiding risk. It’s embracing a balanced, full-funnel approach grounded in measurement and discipline. This means redefining effectiveness around incrementality, not just immediate returns. It means acknowledging that growth is earned through accumulated influence across multiple touchpoints, not a single moment of conversion.

If media is going to become a true growth lever again, senior marketers must lead differently. That requires the dedication and guts to invest beyond what’s immediately measurable, the discipline to connect brand and performance under one growth framework, and the courage to move past plans designed to feel safe. Because in today’s market, a safe strategy rarely delivers real growth.