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The strategy paradox: agency strategy is sidelined while client demand for strategic guidance is high new study reveals

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WARC

WARC releases The Future of Strategy 2025, a worldwide survey-led report with insights from more than more than 1,000 marketing strategists

06 October 2025 – Strategy is at a crossroads, according to 80% of strategists worldwide, and all too often is treated as expendable. Yet in a world characterised by uncertainty and volatility, client demand for clear strategic guidance is high. These are key findings included in The Future of Strategy 2025, released by WARC, the global authority of marketing effectiveness.

The annual WARC study highlights key challenges facing agency-side strategists and outlines ways to reignite the discipline, pivotal to the marketing ecosystem.

The research is based on a global survey with 1,127 strategists worldwide fielded in August 2025, the majority of which are agency-side, and discussions with leading strategists from around the world.

Lena Roland, Content Director, WARC Strategy says: “Our annual Future of Strategy report acts as a temperature check for how strategists are feeling about the state of the discipline. It explores the challenges in agency strategy, and the rise of independent strategists. It looks at the impact of AI and the importance of human-led research.

“This year’s survey makes for stark reading. It found agency-side strategists feel their discipline is at a crossroads and all too often is treated as expendable. Agency-side strategy needs to rebrand, focusing on helping clients identify where and how to grow.”

The key challenges and opportunities for strategists outlined in the report are:

The strategy paradox: 80% of strategists say the discipline is at crossroads, 62% say strategy is treated as expendable, yet client demand for strategy is high

Most strategists around the world (80%) believe strategy is at crossroads and must adapt to remain relevant; 62% of survey respondents believe strategy is treated as expendable when there are budget constraints.

Yet in a world of volatility, uncertainty, complexity and ambiguity, brands need clear strategic thinking and solutions. However, with headcount in decline (only 31% of respondents expect strategy headcount to grow in the next 12 months versus 47% in 2024), agency strategy is struggling at a time when strategists are needed.

Tom Morton, Founder of strategy consultancy Narratory Capital, says: “The economic housing of strategy is coming apart, which is strange because the demand for it is as high as ever.”

Ellie Bamford, Chief Strategy Officer, VML North America, observes: “We’ve become risk averse, and our clients have become risk averse… We are hiding behind mountains of data and research, and we’re not coming out strongly enough with our point of view. And that’s diminishing our value.”

More strategists across the board – junior, mid and senior – say they see their next role as client-side rather than in an agency. And 24% of the most experienced strategists think their next role will be in a consultancy.

Strategists are split on AI’s impact

Strategists are unclear on AI’s long-term impact on their roles. Nearly half (46%) disagree that AI will erode their value in the future, however more strategists agree (37%) than disagree (34%) that AI will learn one of the most valuable skills – the ability to take strategic leaps.

Strategists who know how to use AI effectively, who can adapt it to enhance their thinking and strategic output are more likely to thrive.

The biggest change strategists saw in their role over the past year was the increased use of AI tools (76%). This was especially pronounced in North America (85%) vs. Asia (74%) and Europe (69%).

Oliver Feldwick, Chief Innovation Officer, T&P, says: “The challenge for strategists is not to resist AI, nor to blindly embrace it, but to partner with it. This is not about abdicating our role. It’s about evolving it. Reclaiming strategy from the grind and rediscovering the joy of thought”

Strategists are using AI to streamline time-consuming tasks like conducting competitor analysis (66%), speeding up brief development (51%) and gaining deeper / faster cultural insights (42%).

tic data in research has increased (38% this year, up from 32% in 2024) opening up more potential routes to insight. However, human-led research is the antidote to ‘average’. Strategists say the biggest limitations of AI are lack of originality (61%) and lack of cultural nuance and emotional resonance (60%). In the age of AI, strategists have a key role to play in being guardians of reality, and rooting ideas in the ‘real’.

Strategy beyond frameworks

Agencies need to encourage more imaginative and disruptive thinking. This might mean fewer frameworks, and more lateral leaps; breaking category norms and finding a brand’s asymmetric advantage.

Joseph Burns, Strategy Lead, Quality Meats Creative, says: “Strategy regains relevance when it stops polishing symmetry and starts opening up advantages: gaps in understanding (insights no one has), in access (places others can’t go), and in timing (moves others can’t match).”

Steve Walls, Planner, Moon Rabbit, added: “Planning needs to stop trying to be right and start trying to be useful. It needs to take leaps of faith and to convince others to follow it into the unknowable. Strategy should be infused with empathy, imagination, ambition and truth.”

Rebrand agency strategy as a growth partner for clients

Agency-side strategy needs to rebrand, according to the survey, to focus on helping clients identify where and how to grow. In a complex world, strategists add value by simplifying the chaos, and in the AI age, human skills like empathy are elevated.

Tomas Gonsorcik, Global Chief Strategy Officer, BBH, says: “We have to rebrand strategy – not as a back-office function, not as a luxury, but as a service: clear, accountable, and indispensable,” adding, “Strategy should operate as a standalone service inside the agency. Its primary customers are creatives and CMOs, and its purpose is to deliver growth clarity, not just decks.”

The most significant opportunities for strategists relate to helping clients navigate volatility and complexity in their categories (52%) and in the media landscape (45%).

The Future of Strategy 2025 report, which includes quantitative and qualitative data analysis, expert commentary and advice from leading strategists, is available to WARC subscribers. Three Future of Strategy podcasts will be available to tune into on 7, 8 and 9 October.

 

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Utilities urged to close the performance gap in smart meter programmes

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Improved revenue collection, accurate billing and clearer visibility of consumption remain persistent challenges for organisations that have invested in smart metering infrastructure

CAPE TOWN, South Africa, May 12, 2026/APO Group/ –Smart meters have already been deployed across many utilities and municipalities, yet the expected returns are still not being fully realised.

 

Improved revenue collection, accurate billing and clearer visibility of consumption remain persistent challenges for organisations that have invested in smart metering infrastructure.

To address this gap, ESI Africa, part of VUKA Group, and GridLens Energy will host a live webinar titled “Maximising smart meter returns” on Tuesday, 2 June 2026 from 14:00 to 15:00 SAST.

The webinar will take a practical look at where smart metering programmes underperform after deployment and what utilities, municipalities and energy users can do to improve outcomes from systems already in place.

Across the sector, common challenges include underutilised data, poor system integration, revenue leakage, billing inaccuracies and limited operational visibility. For many organisations, the issue is not whether to invest in smart metering, but how to extract measurable performance from the investment already made.

The session will bring together experts from GridLens Energy, Drakenstein Municipality and eThekwini Municipality to unpack the technical, financial and operational barriers that prevent smart metering programmes from delivering their full value.

Webinar details

Title: Maximising smart meter returns
Date: Tuesday, 2 June 2026
Time: 14:00 to 15:00 SAST
Registration: https://apo-opa.co/4dCRUcD

Expert speakers

  • Carson Dean, Founder, GridLens Energy
  • Hilton Smith, Chief Accountant: Water and Electricity Billing, Drakenstein Municipality, South Africa
  • Sindisiwe Shozi, Chief Engineer, eThekwini Municipality, South Africa

Key discussion points will include:

  • Why smart meter programmes often fail to deliver expected returns
  • Where value is lost across data, systems and operations
  • How to improve billing accuracy and reduce revenue leakage
  • The role of integration and interoperability in improving performance
  • Practical approaches to extracting more value from existing deployments

The webinar is designed for utilities, municipalities, metering teams, billing departments, revenue managers, infrastructure decision-makers, large commercial and industrial energy users, technology providers and system integrators.

Smart metering investment has already been made. The priority now is performance.

Register for the webinar here:
https://apo-opa.co/4dCRUcD

Distributed by APO Group on behalf of VUKA Group.

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Energy

Global Energy Bodies Converge at African Energy Week (AEW) 2026 to Shape the Continent’s Energy Future

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From electrification to refining resilience and exploration strategy, leading international alliances will bring a systems-level approach to Africa’s evolving energy landscape at African Energy Week 2026

CAPE TOWN, South Africa, May 11, 2026/APO Group/ –As Africa accelerates efforts to balance energy security, industrial growth and decarbonization, African Energy Week (AEW) 2026 will convene a powerful cohort of global associations whose work is increasingly defining the trajectory of the continent’s energy systems. The participation of Nikki Martin, President & CEO of EnerGeo Alliance; Anibor Kragha, Executive Secretary of the African Refiners & Distributors Association (ARDA); and Carol Koech, Vice President for Africa at the Global Energy Alliance for People and Planet (GEAPP), signals a shift toward deeper coordination across the full energy value chain – from subsurface data and upstream investment to downstream infrastructure and universal energy access.

 

EnerGeo Alliance, under Martin’s leadership, has been advancing the role of geoscience and data-driven exploration in de-risking investments across frontier markets. Its recent strategic engagements, including partnerships supporting renewed exploration activity in countries such as Libya, reflect a broader push to bring technical rigor and investor confidence back into African upstream sectors. By strengthening the link between subsurface intelligence and policy decisions, EnerGeo is helping governments position their resources more competitively in a capital-constrained global market.

 

Complementing this upstream focus, ARDA has been at the forefront of reinforcing Africa’s downstream resilience. At its 2026 annual conference, the association underscored energy security as a top priority, with refiners across the continent moving to shield themselves from global market volatility and supply disruptions. This comes as Africa continues to expand refining capacity and reduce dependence on imported petroleum products, a shift that is critical not only for economic sovereignty but also for stabilizing domestic energy markets. ARDA’s work increasingly intersects with broader industrialization goals, positioning refining and distribution networks as key enablers of growth.

 

The participation of organizations like EnerGeo Alliance, ARDA and GEAPP reflects the increasing alignment we are seeing across the global energy landscape

Bridging these traditional energy systems with the continent’s long-term transition ambitions is GEAPP, where Koech leads the organization’s Africa strategy. The alliance has rapidly emerged as a central force in mobilizing blended finance for large-scale electrification and renewable deployment. In 2026, GEAPP and its partners surpassed $100 million in commitments to support Mission 300 – an initiative aimed at connecting 300 million Africans to electricity by 2030 – while simultaneously working to unlock far greater flows of public and private capital. Through technical assistance, project development and market-shaping interventions, GEAPP is helping translate high-level ambition into bankable projects across nearly two dozen countries.

 

“African Energy Week has always been about bringing together the right partners at the right time,” said NJ Ayuk, Executive Chairman of the African Energy Chamber. “The participation of organizations like EnerGeo Alliance, ARDA and GEAPP reflects the increasing alignment we are seeing across the global energy landscape. These are institutions that are not only shaping policy and investment, but actively delivering solutions on the ground – and their engagement at AEW 2026 will be instrumental in advancing Africa’s energy ambitions.”

 

As AEW continues to evolve into a platform for integrated energy dialogue, the inclusion of these global associations reinforces its role as a convening point for the partnerships that will define Africa’s next phase of growth. Their participation reflects the growing recognition that Africa’s energy future cannot be addressed through fragmented approaches, but through coordinated action across sectors, institutions and geographies.

Distributed by APO Group on behalf of African Energy Chamber.

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Business

From Megawatt (MW) to Gigawatt (GW): Why Africa Must Think in Grid-Scale Power to Compete in the Artificial Intelligence (AI) Economy

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As AI infrastructure drives power demand into the gigawatt range, Africa must move beyond incremental energy planning – placing grid-scale generation at the center of discussions at African Energy Week 2026’s AI and Data Center Track

CAPE TOWN, South Africa, May 11, 2026/APO Group/ –The rapid expansion of artificial intelligence is fundamentally reshaping global energy demand, with implications that extend well beyond traditional power planning. Nowhere is this more apparent than in the growing energy footprint of data centers. Facilities that once required tens of megawatts are now being developed at 100–200 MW scale, with hyperscale campuses increasingly aggregating demand into the gigawatt range.

 

This shift presents a structural challenge for Africa. While the continent is rich in energy resources, its planning frameworks remain largely oriented around incremental, megawatt-scale additions – often tied to localized demand or short-term capacity gaps. In the context of AI-driven infrastructure, this approach is increasingly misaligned with the scale and concentration of future demand.

Africa’s data center sector, while growing, remains at an early stage. Operational capacity currently stands at approximately 300–400 MW, with projections reaching 1.5–2.2 GW by 2030. At the same time, demand is accelerating rapidly: electricity consumption from data centers is rising at 20–25% annually and is expected to reach around 8,000 GWh in the near term. This growth mirrors a broader global surge, with data center power demand projected to approach 945 TWh by 2030, driven largely by AI workloads.

This is ultimately about aligning Africa’s energy strategy with where global demand is heading

What distinguishes AI-related demand is not only its scale, but its concentration and consistency. Unlike many traditional industrial loads, data centers require uninterrupted, high-quality power, often with built-in redundancy. This places new demands on grid design, prioritizing stability, capacity and long-term scalability over incremental expansion.

Meeting these requirements will require a departure from conventional planning models. Rather than adding capacity in small increments, there is a growing case for developing gigawatt-scale generation aligned with emerging digital infrastructure hubs. This means integrating power generation, transmission and data center development into coordinated investment strategies, particularly in markets with strong resource bases and improving regulatory environments.

It also requires a shift in how excess capacity is viewed. In many African power systems, surplus generation has historically been treated as a financial inefficiency. In the context of AI and digital infrastructure, however, maintaining a margin of available capacity can enhance grid stability, reduce outages and provide the flexibility needed to support rapid load growth, while creating a foundation for broader industrial development.

A useful benchmark can be seen in Northern Virginia, the world’s largest data center market, where installed capacity has now exceeded 4 GW and more than 1 GW of new supply was added in a single year, reflecting the rapid pace at which hyperscale infrastructure is being deployed. Driven by major cloud and AI players, demand has tightened the market significantly, with vacancy rates approaching zero and most new capacity released well in advance. The scale and speed of development highlight how quickly data center demand is expanding – and underscore the level at which infrastructure must be planned.

These dynamics are increasingly shaping the policy conversation. At African Energy Week 2026, the AI and Data Center Track will focus on the infrastructure required to support this transition, with a particular emphasis on aligning energy planning with digital economy objectives. As AI infrastructure scales, reliable and abundant power is no longer a supporting factor, but a prerequisite.

“This is ultimately about aligning Africa’s energy strategy with where global demand is heading,” says NJ Ayuk, Executive Chairman of the African Energy Chamber. “If we continue to plan in megawatts, we will struggle to compete in an economy that is already moving at the gigawatt scale. Building larger, more resilient power systems is not just about meeting demand – it is about creating the conditions for investment, innovation and long-term growth.”

Distributed by APO Group on behalf of African Energy Chamber.

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