From left, Dana Tahir, CEO, HAVAS Red Middle East and James Wright, Global CEO, HAVAS Red and Chairman of HAVAS PR Network.As brands begin to take giant strides into 2026, a key area of focus is now: Gen Z, the demographic cohort born between 1997 and 2012, currently aged 14 to 29 years old. This is a generation that not only has entered the workforce by storm, but also has become a crucial consumer segment reshaping how brands seek attention, relevance, reach, engagement, consideration and loyalty.
Generation Z is not easily impressed by lineage or logos alone; these consumers are calling for brands that are useful, solve problems, and are part of their everyday journeys. Across a spectrum of social, digital and virtual platforms, across the aisles of physical stores, and in the memorable moments of their daily lives, this generation treats brands as co-pilots for their choices, identities and ambitions, and expect brands to treat them as co-creators and collaborators.
It’s no surprise that the recently concluded 1 Bn Followers Summit – recognised as the world’s largest content creator expo held 9-11 January 2025 at Jumeirah Emirates Towers in Dubai, UAE – included several discussions about how to connect, co-create and communicate better with Gen Z customers.
Campaign Middle East sat down for an in-depth conversation with James Wright, Global CEO, HAVAS Red and Chairman of HAVAS PR Network, as well as Dana Tahir, CEO, HAVAS Red Middle East, to discuss what matters most to ‘Generation Me’; how Gen Z values fairness, personalisation and relevance; the dealbreakers in the ‘age of rage’; the demand for interactivity and immersive experiences; the need for more wholesome ‘screen time’; and how brands can lean into responsible marketing and creativity to resonate with this generation.
Why brands need to live with Generation ‘Me’ and understand Gen Z
Before mapping Gen Z’s needs and what matters to them, Wright called for a core shift: Brands must become part of the individual’s life, not merely a backdrop.
He argued that Gen Z cares less about brand heritage and more about functionality, value and meaning, with a clear expectation that brands exist for them specifically.
Wright said, “I think you’ve got to find ways for Gen Z to love your brand. I think they care less about what your brand used to stand for and where it hails from, and cares more about how functional your brand is and what value and meaning it adds to their lives. In this sense, they are a lot more direct than previous generations.”
“Also, Gen Z turn off to brands that approach groups as if they aren’t individuals. I think they’ve taken the whole concept of personalisation to another level, and the expectation is that brands need to be there for them – not as a collective or as ‘Gen Z’ consumers, but for each of them as individuals,” he added.
Tahir called for brands to stop viewing Gen Z as a ‘niche audience’ and understand that they have now become a mainstream audience.
“With more than 60 per cent of the region under 30, and nearly half of the UAE’s population between 15 and 35, this is a generation shaping culture, consumption and expectations in real time. They’ve grown up surrounded by global brands and constant choice, so scale or heritage alone doesn’t impress them. What earns attention here is how a brand shows up in everyday life, whether it genuinely makes things easier, feels culturally aware, and fits naturally into their routines,” Tahir said.
Wright continued by foregrounding a concept that HAVAS Red has previously explored: ‘Generation Me’.
He explained how Gen Z audiences focus on themselves as “Gen Me” – and went on to explains how brands can help, enable, celebrate, and improve them as individuals. The extended reflection that follows is not a single, neatly bounded sentence but a sustained articulation of how interaction with Gen Z consumers is evolving.
Wright added, “The questions they are asking are: How can you help me? How can you enable me? How can you celebrate me? How can you make me better? And that’s how brands must think when them interact with this generation. They want brands to be a part of their life; to be a part of their journey. This is an opportunity for brands to be relevant, really exciting, offer memorable experiences across physical and virtual environments – and, thus, really come to life in their day to day lives. That’s the space that Gen Z really embraces.”
View this post on Instagram
Brand ambassadors and boycotts: A conscientious generation focused on fairness
The conversation then pivoted to how brands can reach and resonate with a generation of individuals who don’t just share the opinions and vocalise their values, but also openly become ambassadors of brands they like while boycotting brands they don’t.
Wright shared that the time has come for brands to stop assuming ‘behavioural patterns and preferences’ of Gen Z consumers. Instead, he called for brands to take a step back and truly listen and pay attention to what Gen Z individuals are attempting to communicate.
Referring to the current era as the ‘age of rage’, Wright painted a landscape that reflected a loud, contentious and emotionally charged macro geopolitical and socio-economic environment. In such a context, Wright noted that Gen Z is looking for action over words.
He said, “They’re realising that brands wield influence, and have the capability to take action that can be meaningful and impactful.”
Wright also traced the arc from mobilising influence online to achieving tangible outcomes offline, referencing early forms of slacktivism that have evolved into real-world, coordinated action.
“Gen Z is not only technologically adept, and socially native, but are also native to the evolving tech environment, as a whole. They realise how they can harness the emotion of the collective to drive real change. This might start online – by commenting and contributing their individual opinions to a collective voice, but will translate into active boycotts of brands. They are also very smart at being able to use the smartphone as a tool – whether it’s to connect with people and get organised or or to discuss different points of view. They want to see brands such as the coffee shop down the street take tangible action that aligns with their worldviews such as sustainability. And I think they care about this far more than previous generations,” Wright added.
Looking inward, Tahir explained how she has seen a shift within the HAVAS Red offices in the Middle East.
Tahir explained, “Our Gen Z teams don’t form opinions about brands upfront, they form them through experience. They’ll try something once, talk about how it actually performed, how the service felt, and whether it lived up to what was promised. If there’s a disconnect, they don’t complain loudly or make a scene, they simply stop engaging and move on. That everyday behaviour is a strong signal for brands, because it shows how quickly trust is built or broken with this generation, and how important consistency and follow-through have become.”
Beyond sustainability and climate action, Wright also specifically focused on fairness as an important facet to Gen Z, who he says has brought about a more conscientious culture.
Wright said, “This generation is the most diverse there’s ever been. They are more self-aware and accountable within their friendship groups, which means that their concept of fairness becomes more of an issue. I think they’ve developed a lot of value around not just health and morals, but also around mental health.”
View this post on Instagram
Integrated communications, PR and the Gen Z equation: Storytelling in an attention-saturated age
Turning to how communications and PR, as well as platforms have adapted storytelling and content creation strategies to resonate with this generation, Wright argues creators and brands must learn to tell stories that pop beyond the feed.
The challenge, he says, is not simply to capture attention in a cacophony of messages, but to cultivate resonance that endures.
Wright said, “For communications, I think it’s a challenge, and it’s a great one, because we love a challenge. How do we tell our clients’ stories and our brand stories in an environment where their consumers are being hit with thousands of different messages, ads, creator stories and videos throughout the day? How do we make the story pop, and make it resonate – not just for that moment, but for a long time in order to deliver brand outcomes from the story we’re telling? I think this is a wonderful opportunity for us to showcase our strategic and creative thinking. This is where creativity is remains the final frontier to gain an edge for the client.”
He added, “This is also true for Gen Z. In a world of algorithms and automation, I think creativity and strategy has never been more important. They’re glued to their phones for hours upon hours each day, and it’s not only important to stand out creatively in those ecosystems and make your brand presence memorable, but also equally important to take that brand experience beyond the screen into their daily lives. Because if your brand resonates with them in their everyday lives, if it’s exciting for them, and if it’s going to help them and enable them and make them look smart, then your brand will stay with them.”
Parting advice: Leaders’ call for responsible, creative marketing
In his closing reflections, Wright squares responsibility with opportunity. He pins high stakes on timing, tone and ethical considerations, urging marketers to be mindful of the broader social and emotional climate while embracing AI-driven creativity as a tool, not a shortcut.
Wright said, “Responsible marketing has never been more important than it is today. I think because of the nature of emotional and mental health of people, I think it’s important to understand what they’re feeling. It’s also important to work along with creators who live and represent the communities that you want to reflect in the campaigns that you’re creating. You need to become smart enough on timing the messaging of campaigns, and being constantly aware of geopolitical environments and evolving social justice sentiments. For those who don’t, you can upset people by coming across as tone deaf.”
Framing Gen Z as a generation that treats brands as co-authors of their lives, Wright advices brands to earn a place through usefulness, cultural alignment and authentic expression. The questions he engages — about personalisation, online activism, mental health, sustainability and responsible creativity — are not mere industry anecdotes; they map a shifting contract between companies and young people who increasingly expect brands to reflect their values, empower their choices, and contribute to their well-being.
The future of brand-building, he implies, is less about broadcasting a fixed story and more about curating experiences that can travel across screens and streets, online and offline, with intention, care and imagination.
In Wright’s view, the pressure of the present — the rapid pace of technology, the urgency of social issues, and the focus on physical fitness and mental health — can yield the season’s most compelling creativity.
The lessons, therefore are not simply about catching attention, but about shaping lasting relationships through responsible strategy, ethical timing, and a willingness to adapt as quickly as the platforms and conversations evolve. And in that sense, the age of rage might also be a season of remarkable invention for those who listen closely, act thoughtfully, and design experiences that genuinely matter.
