{"id":773,"date":"2026-07-24T15:08:21","date_gmt":"2026-07-24T15:08:21","guid":{"rendered":"https:\/\/www.vaultinsider.top\/?p=773"},"modified":"2026-07-24T15:08:21","modified_gmt":"2026-07-24T15:08:21","slug":"wpps-sweeping-restructure-could-save-500-million-the-bigger-challenge-might-be-winning-over-workers","status":"publish","type":"post","link":"https:\/\/www.vaultinsider.top\/?p=773","title":{"rendered":"WPP\u2019s sweeping restructure could save \u00a3500 million\u2014the bigger challenge might be winning over workers"},"content":{"rendered":"<p><img decoding=\"async\" src=\"https:\/\/fortune.com\/img-assets\/wp-content\/uploads\/2021\/10\/web_WPP_Installation.jpg?w=2048\" \/><\/p>\n<p>When Cindy Rose replaced Mark Read as CEO of WPP in October last year, she inherited a business in decline. The advertising company had recently issued a fresh profit warning after a sharp decline in revenues and the loss of key clients, including Coca-Cola\u2019s North American business\u00a0and Mars\u2019 snacking and pet care accounts. Two months later, WPP dropped out of the FTSE 100, ending a\u00a0near\u00a030-year run on the blue-chip index.\u00a0\u00a0<\/p>\n<div>\n<p class=\"wp-block-paragraph\">Rose\u00a0responded with an 18-month plan to scrap WPP\u2019s holding-company structure and replace it with a single business\u00a0split into\u00a0four units: creative, media, production, and enterprise solutions. The\u00a0restructuring\u00a0plan, called Elevate28,\u00a0aims\u00a0to achieve\u00a0\u00a3500 million in savings by 2028,\u00a0but is\u00a0estimated to\u00a0cost \u00a3400 million, with more job cuts expected by\u00a0the end of the\u00a0year.\u00a0\u00a0<\/p>\n<p class=\"wp-block-paragraph\">Marie-Claire Barker, the WPP\u2019s chief people officer for performance and culture,\u00a0has been tasked with helping to\u00a0implement the new strategy, improve employee performance, and increase AI adoption.\u00a0<\/p>\n<p class=\"wp-block-paragraph\">To support the restructure, WPP split its top HR role\u00a0in\u00a0two. Mark Taylor joined\u00a0WPP from the Lego Group in April\u00a0as global chief people officer, while\u00a0Marie-Claire Barker\u00a0moved into a newly created role\u00a0of\u00a0chief people officer,\u00a0performance\u00a0and\u00a0culture.\u00a0\u00a0\u00a0\u00a0\u00a0<\/p>\n<p class=\"wp-block-paragraph\">\u201cTaylor\u2019s remit is very much about what this transformation looks like structurally,\u201d Barker tells\u00a0<em>Fortune<\/em>. \u201cMine\u2019s enabling it to happen.\u00a0I\u2019m\u00a0looking at how we need to work differently, because the way people work and the way our leaders show up will be what\u00a0determines\u00a0whether the restructure succeeds.\u201d\u00a0<\/p>\n<h2 class=\"wp-block-heading\"><strong>Return-to-office backlash<\/strong>\u00a0<\/h2>\n<p class=\"wp-block-paragraph\">For\u00a0WPP employees,\u00a0the\u00a0restructure is\u00a0the latest in a\u00a0series of\u00a0upheavals.\u00a0Headcount has already been cut from 108,044\u00a0in 2024 to\u00a098,655\u00a0at the end of\u00a02025, according to\u00a0WPP\u2019s latest filings.\u00a0Read\u2019s final year was also marked by internal unrest after staff were ordered back into the office at\u00a0least four days a week.\u00a0\u00a0<\/p>\n<p class=\"wp-block-paragraph\">A petition from \u201cconcerned WPP employees\u201d demanding the policy be scrapped gathered more than 20,000 signatures\u00a0online,\u00a0with employees complaining about lengthy\u00a0commutes and the impact on disabled and neurodivergent staff.\u00a0<\/p>\n<p class=\"wp-block-paragraph\">However, Barker\u00a0maintains\u00a0the policy is staying;\u00a0what\u2019s\u00a0changing is the reasoning. \u201cThere wasn\u2019t a reason to bring staff\u00a0in,\u00a0it was more of a mandate,\u201d she says of the original rollout. \u201cWhat\u2019s different now is that we\u2019re much more intentional about the purpose of being in the office and why our work is better when\u00a0people are\u00a0together.\u201d\u00a0<\/p>\n<p class=\"wp-block-paragraph\">Winning staff over on a return-to-office mandate is a hurdle many executives will recognize. Only 10% of workers want to work onsite, according to a\u00a0Gallup poll.\u00a0Yet more than\u00a0half of Fortune 100 desk workers\u00a0now work under fully in-office policies, according to real estate firm JLL, up sharply from a few years ago, when most companies still ran hybrid schedules.\u00a0<\/p>\n<p class=\"wp-block-paragraph\">At WPP, Barker\u2019s focus is building communities inside the office. \u201cWe have beautiful offices around the world,\u201d she says. \u201cWe\u2019ve been very intentional about how we design our workspaces, and we make them places where people feel comfortable. But it\u2019s a journey.\u201d Much of each building\u2019s space is shared\u2014cafes, lounges, and meeting areas where staff from different agencies mix\u2014alongside quiet areas for focused work.\u00a0<\/p>\n<p class=\"wp-block-paragraph\">Barker is tracking employee sentiment data to assess whether the return to office has been successful. She\u00a0says that\u00a0people\u00a0with\u00a0daily\u00a0office attendance\u00a0score higher on satisfaction and engagement. \u201cIf you\u2019ve got a friend at work, you\u2019re more likely to go the extra mile. You feel like you have a place where you belong,\u201d she says.\u00a0<\/p>\n<p class=\"wp-block-paragraph\">The restructure will also involve further job cuts. These will primarily\u00a0impact\u00a0the HR and finance functions, Barker says, as back-office operations are\u00a0streamlined\u00a0and tasks are automated through AI.\u00a0<\/p>\n<h2 class=\"wp-block-heading\"><strong>AI as a \u2018common curriculum\u2019<\/strong>\u00a0\u00a0<\/h2>\n<p class=\"wp-block-paragraph\">Increasing AI adoption\u00a0represents\u00a0a cultural challenge for Barker. \u201cMost industry conversations about AI get stuck on capability\u2014what the tech can do\u2014and\u00a0leave out\u00a0culture entirely,\u201d\u00a0she\u00a0says.\u00a0<\/p>\n<p class=\"wp-block-paragraph\">Mercer\u2019s\u00a0<em>Global Talent Trends 2026<\/em>\u00a0report found executives fixate on AI integration and workforce redesign while HR leaders tend to focus on employee experience and talent processes. This misalignment, the report warns, could slow transformation down.\u00a0\u00a0<\/p>\n<p class=\"wp-block-paragraph\">All of\u00a0WPP\u2019s AI training\u00a0is available through its\u00a0WPP Open\u00a0platform, which staff also use for client work. Courses are\u00a0tiered\u00a0by seniority, Barker explains. This includes a creative-technology apprenticeship for entry-level staff,\u00a0generative-AI\u00a0fundamentals for mid-level staff, and an AI and business\u00a0\u201cdiploma\u201d\u00a0for executives.\u00a0\u00a0<\/p>\n<p class=\"wp-block-paragraph\">\u201cIf everyone is learning the same tools through the same platform, agencies that previously had nothing in common suddenly acquire\u00a0a shared\u00a0knowledge,\u201d Barker says.\u00a0So far, 12,000 employees have accessed the training, collectively completing\u00a0120,000 hours\u00a0of learning.\u00a0<\/p>\n<p class=\"wp-block-paragraph\">Getting a nervous workforce to see AI as an opportunity, rather than a threat to their jobs, is still a challenge, Barker admits.\u00a0What\u2019s\u00a0helped, she says, is focusing on quick wins and hands-on practice rather than top-down\u00a0pressure.\u00a0\u201cWhen the conversation around AI started, you could really feel the fear in people,\u201d she says. \u201cWhat changed was letting people play with the tools. Employees found they sparked ideas rather than replaced them.\u201d\u00a0\u00a0\u00a0<\/p>\n<h2 class=\"wp-block-heading\">Transformation fatigue\u00a0\u00a0<\/h2>\n<p class=\"wp-block-paragraph\">Barker acknowledges that the multiple changes and restructures can take their\u00a0toll on\u00a0staff\u00a0and admits\u00a0that\u00a0improving culture across the newly\u00a0consolidated\u00a0business is a\u00a0\u201ctough\u201d task.\u00a0<\/p>\n<p class=\"wp-block-paragraph\">Part of Barker\u2019s job is convincing\u00a0WPP employees\u00a0that\u00a0this time is different, she says. In practice, that means more regular communication and clearer explanations for why the\u00a0restructure\u00a0is\u00a0necessary. Rose now sends the global workforce monthly video updates and is pushing the rest of the leadership team to follow suit.\u00a0<\/p>\n<p class=\"wp-block-paragraph\">Barker\u00a0explains:\u00a0\u201cPeople are being told why changes are happening rather than just experiencing them, leadership is unified in delivering that message, and, unlike before, when one agency would restructure in isolation, this time the whole company is transforming together.\u201d\u00a0\u00a0<\/p>\n<p class=\"wp-block-paragraph\">Going forward, Barker wants culture to be something WPP can measure, not just describe. \u201cFor the first time,\u00a0we\u2019re being\u00a0really intentional about what our culture is,\u201d she says. \u201cIt\u2019s not just going to be words on a page. It\u2019s going to be measured, and we\u2019re going to hold our leaders accountable for it.\u201d\u00a0\u00a0<\/p>\n<p class=\"wp-block-paragraph\">To do that, she is running regular employee surveys and tying the results directly to client satisfaction data, testing the idea that happier employees lead to happier clients. Barker hopes this will turn culture from a soft concept into a metric\u00a0leadership\u00a0can be judged on. \u201cWe\u2019re using culture as a growth lever,\u201d she says.\u00a0\u00a0\u00a0<\/p>\n<p class=\"wp-block-paragraph\"><strong>Getting\u00a090,000 people\u00a0to \u2018unlearn\u2019<\/strong>\u00a0\u00a0<\/p>\n<p class=\"wp-block-paragraph\">The biggest challenge Barker faces is building a new culture out of a company that, for decades, ran as a loose federation of agencies, each with its own identity. \u201cFor years,\u00a0WPP\u00a0was the parent company you went to for approvals,\u201d Barker says, not necessarily somewhere employees felt had a strong culture of its own.\u00a0<\/p>\n<p class=\"wp-block-paragraph\">Barker spent 13 years at Ogilvy, a WPP subsidiary, and\u00a0says\u00a0that the hardest part of the reset is dissolving those silos. \u201cEveryone already belongs to a strong culture somewhere else, so I\u2019m trying to get\u00a090,000 people\u00a0to unlearn what we were doing before,\u201d she says. \u201cWe\u2019re trying to build a new WPP culture.\u201d\u00a0\u00a0<\/p>\n<p class=\"wp-block-paragraph\">Her plan starts with one shared set of values,\u00a0which will\u00a0replace\u00a0the\u00a0values each agency\u00a0previously set\u00a0themselves,\u00a0and\u00a0leaders\u00a0will be\u00a0judged on whether they live up to them.\u00a0\u00a0<\/p>\n<p class=\"wp-block-paragraph\">Employees will also be offered broader opportunities for career development, allowing people to switch between disciplines.\u00a0\u201cWe\u2019re building new opportunities for people internally to try different career paths and be more rounded,\u201d Barker says.\u00a0\u00a0\u00a0<\/p>\n<p class=\"wp-block-paragraph\">On skills, Barker says the priority is training managers to run teams well, building AI fluency, and getting client-facing staff to\u00a0advise\u00a0clients rather than just execute their briefs. She says WPP needs to make that shift fast, given how quickly the industry is changing.\u00a0\u00a0<\/p>\n<p class=\"wp-block-paragraph\">Whether it is enough to turn culture into a genuine growth lever at a company that\u00a0recently\u00a0lost its place\u00a0on the FTSE 100\u00a0remains\u00a0questionable.\u00a0While the restructure has the potential to bring WPP \u00a3500 million in savings,\u00a0restoring its culture may\u00a0represent\u00a0the bigger challenge.\u00a0<\/p>\n<\/div>\n<p>#WPPs #sweeping #restructure #save #millionthe #bigger #challenge #winning #workers<\/p>\n","protected":false},"excerpt":{"rendered":"<p>When Cindy Rose replaced Mark &hellip; <\/p>\n","protected":false},"author":1,"featured_media":774,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[2],"tags":[605,1132,1125,1126,1131,1130,86,1129,1133,530,1127,1128],"class_list":["post-773","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-finance-news","tag-bigger","tag-challenge","tag-fortune-500-europe","tag-londonarticles","tag-millionthe","tag-restructure","tag-save","tag-sweeping","tag-winning","tag-workers","tag-wpp","tag-wpps"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.1 - 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