The global advertising world is bracing for seismic shifts as Omnicom Group inches closer to acquiring Interpublic Group (IPG), with the merger expected in the latter half of this year. The deal would consolidate two of the “Big Five” holding companies into a single behemoth. While this move is poised to redraw the global advertising map, nowhere are the implications more layered—and perhaps more precarious—than in India.
Both Omnicom and IPG have built formidable creative line-ups in India, operating six major agencies between them—three each.
Under IPG, the creative strength lies in three powerhouse networks: McCann Worldgroup India, FCB Group India, and Mullen Lowe Lintas. Omnicom’s creative muscle, on the other hand, comes from the DDB Mudra Group, TBWA India, and BBDO India.
All six are among India’s most iconic agencies, known for deep-rooted storytelling and brand-building legacies. They enjoy strong brand equity and enviable client rosters.
While agencies under the IPG group report directly to their respective global HQs, Omnicom has taken a more centralized approach, bringing all its creative agencies under one umbrella—Omnicom Advertising Group (OAG)—incorporated over a year ago. In India, Aditya Kanthy, previously leading DDB Mudra, heads OAG as CEO and MD.
Can Omnicom afford to run six agencies?
It seems unlikely—if not outright unsustainable—that the merged entity will continue to operate six full-service creative shops independently in a market like India, especially amid global economic constraints and dwindling ad dollars. The situation is further complicated by the fact that some of these agencies house multiple sub-brands. FCB India, for example, includes Ulka, Interface, Neo, and Kinnect.
Adding to the anxiety is Omnicom CEO John Wren’s recent announcement during an earnings call: a 40% reduction in corporate expenses as part of a broader cost-cutting strategy. He emphasized eliminating redundancies and streamlining leadership through a Unified Practice Area structure.
Even before the global merger is finalized, internal restructuring has already begun across both networks, as previously reported by e4m.
At IPG Mediabrands, Amardeep Singh, former chief of Interactive Avenues, has been elevated to CEO. Shantanu Sirohi has stepped up from COO to CEO at Interactive Avenues. Paras Mehta, who led IPG’s Data Driven Programmatic unit from Mumbai, has relocated to the Global Capabilities Centre (GCC) in Pune.
At McCann Worldgroup India, a creative agency under the IPG group fold, Jitendar Dabas, COO, exited McCann to become the CEO at Cheil; veteran Alok Lall has also moved on.
Amir Ismail, CEO of another agency of IPG, Lintas Live, has exited as well. Abhinav Tripathi, Creative Head since 2017, has joined FCB Kinnect as National Creative Director (NCD). In the PR vertical, Valerie Pinto, CEO of Weber Shandwick India, has stepped down after 10 years.
On the Omnicom side, BBDO India CEO Suraja Kishore exited in April, with no successor announced yet. Ranjeev Vij, Executive Director (North) at TBWA India, has also parted ways.
While much remains speculative, industry insiders and senior talent across agencies are already gaming out potential scenarios.
Who Will Serve Whom?
For operational efficiency, companies often look to consolidate assets. Globally, ad networks have been merging units to navigate economic challenges and reduce overheads.
While some Industry leaders believe all six agencies may continue to run independently—at least for now–and any consolidation is likely to happen a year or two after the formal merger, many feel otherwise.
“Several of these agencies handle competing brands. A post-merger conflict matrix could force reassignments, exits, or even client migrations. Omnicom would want to avoid such scenarios, which could impact business continuity,” noted two senior executives.
Who’s most at risk?
While any prediction at this stage is purely speculative, industry insiders and senior talent across agencies are already gaming out scenarios.
McCann Worldgroup India, led by Prasoon Joshi, remains IPG’s one of the strongest performers in the country. Despite recent exits of Jitender Dabas and Alok Lall, industry voices suggest McCann is too valuable to be disrupted, given its consistent performance and global reputation, experts opine.
Mullen Lowe Lintas is one of India’s most storied creative institutions, with a legacy of building enduring brands and shaping advertising discourse for decades. However, in recent years, the agency has experienced visible leadership churn. The recent exit of Amir Ismail, CEO of Lintas Live, has added to the uncertainty around the group’s long-term positioning. Its deep client relationships may offer it resilience in a potentially consolidating environment.
FCB India has experienced a creative resurgence under Swati Bhattacharya, and the agency continues to evolve under new leadership. While the transition from Rohit Ohri to Dheeraj Sinha as Group CEO marks a new chapter, some industry watchers are observing how the agency navigates this shift. FCB’s role in a post-merger landscape remains to be seen, but its legacy and creative momentum offer it a strong foundation.
TBWA India is strong globally but operates at a smaller scale in India. Known for its “disruption®” philosophy, the agency has delivered impactful work but hasn’t yet scaled up to the level of its global counterparts in the Indian market. Its fate may hinge more on global alignments and mandates than on local performance, industry observers believe.
DDB Mudra has transformed into a modern, culture-driven agency under Aditya Kanthy, who leads Omnicom Advertising Group (OAG) India.
BBDO India has won awards and built a reputation for standout work, driven by the creative leadership of Josy Paul, whose “Acts not Ads” philosophy has defined the agency’s distinct positioning. CEO Suraja Kishore stepped down recently, and the company has no plans to fill the role. BBDO’s future may hinge on global client relationships and its ability to stay relevant in a consolidated ecosystem.
Integration or Incubation?
Globally, holding companies are gravitating toward integrated offerings. Publicis Groupe, for instance, operates under the “Power of One” model, while WPP merged JWT and Y&R under Wunderman Thompson and VML. India has seen similar consolidations across networks over the past few years.
Omnicom has already moved in this direction with the creation of Omnicom Advertising Group, which aligns BBDO, DDB, and TBWA under a single leadership team led by Troy Ruhanen. John Wren has sought to reassure stakeholders, saying, “Each agency will retain its unique brand, culture, and people while capitalizing on OAG’s shared investments in tools, technologies, specialist capabilities, and our Gen AI platform.”
Could they follow this model after acquisition of IPG group as well? It’s a matter of guesswork at this point. Insiders say, “It’s likely some agencies will remain flagship full-service brands, while lower-performing units may be retired or folded into stronger banners. It’s also possible that one or more are repositioned as digital- or strategy-first boutiques. Change is inevitable—it’s the shape that’s unclear.”
“Ultimately, this isn’t just a reshuffling of logos—it’s a human story. India’s creative ecosystem is tightly knit and reputation-sensitive. If the merged entity doesn’t move decisively and transparently, it risks losing not just leadership talent but institutional memory and creative momentum,” remarks a creative leader.
Omnicom’s response
“We won’t comment on rumors or speculation as it’s way too early,” said a global spokesperson of Omnicom.
