Agencies Must Adapt Service Offerings With AI For 2026 Survival

Key Quotes

"I do think more than ever, continuing forward on the path that you're on for the vast majority of agencies is not a good idea. I think most agencies require at least some modest course correction and some more than that."

Chip Griffin argues that simply continuing with existing strategies is insufficient for most agencies. He suggests that a significant number of agencies need to adjust their direction, implying that the current landscape demands adaptation rather than adherence to past practices.

"Really think about how you can set yourself apart and get in front of prospects now and in January so that you can be doing the things that will help you scale and grow and be sustainable for the future. And some of it's not gonna be fun."

Gini Dietrich emphasizes proactive engagement with potential clients at the beginning of the year to ensure future growth and sustainability. She acknowledges that achieving these goals may involve challenging or unpleasant tasks, highlighting the need for resilience and strategic action.

"I think that one of the reasons why some agencies are struggling is because they're not taking a fresh look at what they do, how they fit into that picture. And I think there needs to be a lot more creative thinking. And I think AI is a big driver of it, not necessarily in the way that people think, though I don't see AI as taking away agency work. I see it as agencies just haven't figured out how to capitalize on it effectively."

Chip Griffin posits that a lack of fresh perspectives and creative thinking contributes to agency struggles. He identifies AI as a key factor, not as a replacement for human work, but as an underutilized opportunity for agencies to innovate and adapt their services.

"If you're an agency that can help with one of those two things [upskilling or using AI to improve productivity], or both of those things, you're gonna be in better shape than an agency who does new media news releases and news conferences, and you know, social media. So if you can think about how you can provide professional development or help an organization implement AI from a marketing and communications perspective, you're gonna be a lot further ahead than those that can't do that."

Gini Dietrich explains that agencies focusing on AI-driven upskilling and productivity enhancements for clients will outperform those offering more traditional services. She suggests that providing expertise in AI implementation for marketing and communications offers a significant competitive advantage.

"So I think in the planning process, there's a lot of ways that we can use the AI to help us. I think we just need to be careful about using it to give us the answers and instead help it to guide the conversations for sure. That we're having with our teams and with our clients, because it will inevitably help us find things that we are overlooking."

Chip Griffin advises using AI as a facilitator in the planning process, rather than a source of definitive answers. He believes AI can guide discussions by highlighting overlooked aspects, thereby improving preparation and strategic foresight for teams and clients.

"And I do think more than ever continuing forward on the path that you're on for the vast majority of agencies is not a good idea. I think most agencies require at least some modest course correction and some more than that. And so I think that we've already talked about, you know, what kind of services you can deliver and those kinds of things. But I think the other thing we all ought to be looking at in 2026 is the definition of our ideal client."

Chip Griffin reiterates that maintaining the status quo is detrimental for most agencies and that significant adjustments are necessary. He emphasizes that redefining the ideal client profile is a crucial element for 2026 planning, given the evolving impact of economic and technological changes on clients.