WPP chief executive officer Cindy Rose has initiated a structural simplification of the global advertising group as part of a broader effort to prepare the company for an increasingly AI-driven future. The move reflects growing pressure on large agency networks to adapt to rapid changes in technology, client expectations and operating models shaped by artificial intelligence.
Rose, who took over as CEO earlier this year, has outlined plans to reduce organisational complexity across WPP’s portfolio of agencies and capabilities. The goal is to create a more integrated and responsive structure that can better support clients navigating digital transformation, data-led marketing and AI-enabled creativity.
WPP has historically operated through a large number of agency brands across creative, media, public relations, data and technology services. While this structure allowed for specialisation and scale, it has also been criticised for creating silos and inefficiencies. Simplification is intended to make it easier for teams to collaborate and for clients to access services without navigating multiple internal layers.
According to Rose, artificial intelligence is accelerating the need for change. AI tools are increasingly embedded across marketing functions, from content generation and media planning to analytics and personalisation. These technologies require faster decision-making and closer integration between creative, data and technology teams.
The restructuring effort aims to align WPP’s operating model with these demands. By streamlining reporting lines and reducing duplication, the company expects to move more quickly in deploying AI solutions and responding to market shifts. Rose has emphasised that the changes are designed to support growth rather than simply reduce costs.
The move comes as advertising holding companies face mounting competition from consulting firms, technology platforms and in-house client teams. AI has lowered barriers to entry in certain areas of marketing, enabling brands to automate tasks that were previously outsourced. In this environment, agencies are under pressure to demonstrate strategic value and innovation.
WPP has already invested heavily in AI and data platforms, positioning technology as a core pillar of its offering. The company has launched proprietary AI tools designed to support creative development, media optimisation and marketing intelligence. Simplifying the organisational structure is expected to help these tools scale more effectively across the group.
Rose has described the changes as necessary to ensure WPP remains competitive over the long term. She has highlighted that clients increasingly expect unified solutions rather than fragmented services delivered by multiple agencies. A simpler structure could make it easier to assemble cross-functional teams tailored to specific client needs.
The restructuring also reflects a broader shift in leadership philosophy. Rose has signalled a focus on clarity, accountability and speed. By reducing complexity, she aims to empower teams to make decisions closer to the client and experiment more rapidly with new technologies.
Industry observers note that WPP is not alone in rethinking its structure. Other global advertising groups have also been consolidating operations and emphasising integration as AI reshapes the industry. However, the scale of WPP’s portfolio makes simplification particularly challenging.
The changes are expected to be implemented gradually, with attention to maintaining service continuity for clients. WPP has not announced large-scale layoffs linked specifically to the restructuring, and Rose has framed the effort as an evolution rather than a radical overhaul.
Employees across the group are likely to see shifts in how teams are organised and how work is coordinated. As AI tools automate routine tasks, roles may increasingly focus on strategy, creative direction and client relationships. Leadership has indicated that upskilling and talent development will remain priorities as job requirements evolve.
From a client perspective, the restructuring could result in more cohesive engagement models. Brands working with WPP often manage relationships with multiple agencies within the group. Simplification could reduce friction and provide clearer accountability, particularly for complex, global assignments.
AI is central to this transformation. As generative AI becomes more capable, agencies are re-evaluating workflows that have traditionally been labour-intensive. Integrating AI across the organisation requires shared platforms and consistent processes, which are easier to implement within a streamlined structure.
Rose’s approach suggests a belief that organisational design can either enable or hinder AI adoption. By reducing fragmentation, WPP aims to embed AI more deeply into everyday operations rather than treating it as a standalone capability.
The restructuring also has implications for WPP’s competitive positioning. A more agile organisation may be better placed to respond to emerging trends such as retail media, connected commerce and personalised content at scale. These areas are increasingly driven by data and automation.
Financial markets will likely watch closely to see how the changes impact performance. Investors have pushed agency groups to improve margins and demonstrate growth in a challenging advertising environment. Simplification, if executed effectively, could support both objectives.
Rose has emphasised that the transformation is ongoing and will evolve as technology and client needs change. Rather than a one-time initiative, simplification is being framed as part of a continuous effort to keep WPP aligned with the future of marketing.
As artificial intelligence reshapes how campaigns are conceived, executed and measured, agency structures built for an earlier era are being tested. WPP’s move to simplify under Cindy Rose highlights how leadership is responding to this shift by rethinking scale, integration and speed.
The success of the initiative will depend on execution and cultural alignment as much as structure. If WPP can balance simplification with creative diversity and global reach, it may strengthen its position in an industry undergoing fundamental change.