WPP's Identity Crisis: Why the Marketing Giant Can't Follow Its Own Advice

The Contradiction at the Heart of WPP

Cindy Rose recently announced that WPP is shifting from a holding company to a unified operating brand, with four divisions—WPP Media, WPP Creative, WPP Production, and WPP Enterprise Solutions—all integrated under an AI platform called WPP Open. This move aims to transform WPP from a house of brands into a branded house, but the reality reveals deeper issues.

A History of Constant Restructuring

Rose is WPP's third CEO in eight years, during which the company has undergone two major McKinsey reviews, three restructures, five network mergers, and sold 30 subsidiaries. Headcount has dropped from 130,000 to under 100,000, and the average tenure of senior management is just 1.2 years. This isn't a company in transition—it's one where transition has become the norm.

The Brand Architecture Dilemma

In her announcement, Rose presented two conflicting strategies:

• Strategy 1: WPP as a single operating company, a branded house like McKinsey.
• Strategy 2: WPP maintaining 10–15 agency brands, operating as a house of brands like VW Group.

This lack of clarity is extraordinary for a marketing firm. If a client approached Ogilvy (or WPP Enterprise Solutions) with such a structure, they'd be charged half a million pounds to explain why you cannot be both a branded house and a house of brands.

The Cost of Chaos

Every restructure sends signals to clients, employees, and investors. Major clients like Mars, Paramount, and Coca-Cola North America have left for Publicis, which has executed a single, consistent strategic vision over the past decade. Meanwhile, WPP's 2025 revenue fell 8%, operating profit dropped 23%, and its share price hit its lowest level since 2009, falling another 9% after Rose's announcement.

The Irony of Inconsistency

WPP's core proposition is long-term strategy, consistency, and brand equity—principles it fails to apply to itself. The company advises clients against short-term fixes but has chased structural fixes for a decade. It preaches brand consistency but has rotated through three CEOs and multiple operating models in eight years.

The Elevate28 Plan

The new transition plan, Elevate28, aims for growth by 2028, but it feels like another temporary fix. Strategy isn't about hazy plans named after achievement dates; it's about consistent choices that compound into competitive advantage. Publicis understood this, investing relentlessly in a single direction to become the largest advertising company in the world.

What's Next for WPP?

WPP hasn't lacked plans—it's lacked the organizational quality to produce proper ones and the patience to see them through. Too many strategies are worse than none. The company may continue to whittle itself down until it's less relevant or gone entirely, a shame given its once-incredible pedigree.

Mark Ritson is a former professor, award-winning columnist, and brand consultant. He is the founder of the MiniMBA in Marketing.