If there’s one thing 2024 taught us, it’s that we should never be too comfortable at the top of our game. This was the year we took a hard look at our operating model, challenged the way agencies are ‘supposed’ to work, and proved that focusing on what matters most – our people – can unlock extraordinary growth and genuine impact.
As we head into 2025, here are some of the key lessons I’m carrying forward.
People are the most important asset
This might sound like the oldest cliché in the book, but trust me, it’s the most powerful one. For us, 2024 wasn’t about fancy slogans; it was about truly living the idea that if you take care of your people, they will take care of your clients, and, ultimately, your business will thrive.
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This is the essence of the service profit chain we believe in so deeply: invest in your talent’s well-being, empower them with the right culture and tools, and watch as customer satisfaction, loyalty, and revenue naturally follow.
We’ve seen it first-hand. Our staff resignation rate dropped by 77 per cent, we boosted engagement, and we even got certified as a Great Place to Work. These aren’t just numbers on a slide; they’re proof that when people feel valued, they show up differently every day, delivering better work and fueling business growth.
There is no one-size-fits-all solution
If 2024 taught us anything, it’s that the world is too dynamic for cookie-cutter strategies. What worked last quarter might not work next quarter. We’ve had to embrace flexibility, tailoring our approach based on our clients’ industries, markets and evolving needs.
Rather than relying on a ‘tried-and-true’ formula, we hit the reset button on how we operate – forming dedicated client squads, encouraging real-time collaboration and rethinking our communication channels. By customising our solutions, we’ve seen stronger client retention, better satisfaction and tangible results.
Awards are important, but they’re not the end goal
Don’t get me wrong; I love when our work is celebrated. Awards can light a fire under a team, energising everyone to push the boundaries of creativity. They also help build our reputation and credibility.
But when you peel back the layers, what truly matters is delivering real work that drives real results for real clients – work that actively shapes the way consumers see the world. We engage with our clients, and interact with their products. Awards should be a byproduct of exceptional work, not the ultimate goal.
Build partnerships on a foundation of trust
Every great relationship – whether with clients, colleagues or partners – depends on trust, transparency, and mutual understanding. In an industry often fuelled by tight timelines, shifting goals and countless moving parts, trust becomes the anchor.
We listened more closely to our clients, focused on crystal-clear communication and worked shoulder-to shoulder with them. The payoff? Renewed partnerships, such as our three-year extension with du, a healthier pipeline, and that invaluable feeling that we’re all on the same team, tackling challenges together.
Embrace change and reinvention
Staying still is not an option. Throughout this year, we embraced the idea that reinvention is constant – there’s always a better way to do something. We reengineered our talent experience, which in turn enhanced motivation and performance. We also challenged old structures by creating leaner, more agile squads for our clients.
Change isn’t something to fear; it’s something to welcome. After all, when you’re at the top of your game, it’s tempting to get complacent. Instead, we chose to shake things up, proving that the best time to question the status quo is when everyone’s still applauding you.
You are your own competition
It’s easy to look over your shoulder at what others are doing. But this year, we realised our most meaningful competition is with ourselves. Raising the bar, pushing our own limits and celebrating our unique culture and capabilities is far more motivating than fixating on the agency next door.
We built a culture around courage, belief, hunger and collaboration – values that drive us to outperform our own benchmarks rather than chase someone else’s.
As we move into 2025, these lessons become our compass. We’ve seen what happens when we invest in people, embrace flexibility, celebrate meaningful work, build trust, welcome change, and compete with no one but ourselves.
This isn’t just talk – we’ve lived it, and the numbers back it up: improved engagement, remarkable talent retention and solid business growth. We’re going into 2025 with a renewed sense of purpose, ready to keep reinventing ourselves, staying hungry, actively shaping consumer perceptions and pushing forward for even more impact.
By Reda Raad, CEO, TBWA\Raad
