17095: Building Inclusive Communities—Or Op-Eds—Via AI…?

 

Advertising Age published yet another DEIBA+ LGBTQ+ perspective—that’s two in one week (or one Pride Month)—emphasizing the imperative for inclusion. It’s virtually a carbon copy of the other one—albeit taking an experiential angle—churning out the same suggestions to create authenticity.

 

At this point, it would probably be easy to devise an algorithm so these Op-Eds could be generated via AI.

 

5 ways to build inclusive communities that actually work

 

By Rudy Blanco

 

Marginalized communities have been pushing back against corporate activism for years, and I can understand why. I’m a gay Dominican from the Bronx, but that’s not the only part of me that needs recognition.

 

So, when companies hit me up in June like I’m a seasonal subscription, it’s hard not to feel like a diversity Groupon. And audiences of these pony shows can see the inauthenticity.

 

As someone who plans community events for private agencies, nonprofits and gaming, I know that no one gets “credit” for attending. So, if it doesn’t land, they just close the tab. After three years of testing ways to honor culture, heritage and identity in ways that feel real, here are five ways to build truly inclusive communities:

 

Stop scheduling people’s identities

 

Pride in June. Black History in February. Women’s History in March. Asian American, Pacific Islander, Native Hawaiian Heritage Month in April—you’ve seen the calendar.

In my many roles, these cultural or identity events were a core part of my work. For years, I followed the traditional calendar structure. It made planning easy, but the engagement was surface-level at best.

 

However, most of those events don’t encourage engagement, so we started celebrating identities outside their assigned months. A women’s entrepreneurship event in April. A Black art showcase during Pride. If the only time someone’s story is told is when the calendar says so, that’s not inclusion—it’s programming.

 

This doesn’t mean we should stop celebrating heritage months. But we must celebrate with more care and intention than simply following a schedule. That’s when people will feel the difference.

 

Design with, not for

 

In the past, I designed every event on my own, especially in spaces that were predominantly white, wealthy or outside of the identities being celebrated. The work of my one-man shop came from a good place, but when you’re not part of the identity being celebrated, even your best ideas can miss the landing.

 

So, I started co-creating. I asked for feedback from peers and friends I trusted within the circles being celebrated, while being careful not to tokenize. Whenever we plan something around a specific culture or identity, I invite two people to help shape it: one from inside the community, when possible, and one from outside it.

 

The goal isn’t just representation, but a collaboration. It’s real-time, mutual learning, where people with different lived experiences build something together, so the result feels layered, intentional and real. And remember to reward them. Pay them, shout them out, give them something meaningful. As a former teacher, I’ll tell you: Intrinsic motivation matters, but appreciation matters more.

 

Move from panels to practice

 

I’ve planned the panels, sat through the town halls and booked the “DEI speaker.” I’ve been the DEI speaker. Sometimes panels work—but more often, they land like a corporate memo with better lighting. People don’t change from watching. They change from doing.

 

Instead, try everything but a traditional panel. Try an “un-panel.” Rotate speakers between small groups. Have them play a game—anything that makes the audience part of the moment, not just witnesses to it.

 

I create spaces for participation instead of consumption. One month, we set up a “smell table” tied to cultural food traditions. Another time, we offered teas from different countries, each with a short story or history attached.

 

The more people get to create—even in low-stakes ways—the more they feel like they belong. When you swap panels for practices, you stop performing culture and start experiencing it. That’s when it becomes real.

 

Let people do their own work

 

When I had just come out to myself and the world, I loved being the explainer. I was the helpful token gay kid—the one who answered every question, no matter how wild. I regularly fielded questions like “What’s it like being gay?” “Is saying ‘no homo’ offensive?” “Can I wear a rainbow flag if I’m straight?” Or my personal favorite: “Which one of you is the man in the relationship?” ... Cringe.

 

At the time, I believed answering those questions was activism. And for where I was in my journey, it was. But eventually, I got tired of being the spokesperson. I realized that constantly educating others about my identity and others’ wasn’t sustainable, and it definitely wasn’t fair. Especially in professional spaces, where the people doing the “learning” often had more pay, more power and more protection than those doing the explaining.

 

These days, I’ve set a boundary: Do your own work. People are more capable than we give them credit for. They’ll watch the doc, read the book and follow the creators. What they need isn’t handholding—it’s accountability.

 

If you want your workplace culture to grow, stop asking marginalized folks to carry the emotional weight of your curiosity. Build systems where the responsibility to learn falls on the asker—not the one being asked. Because culture doesn’t deepen when people ask better questions. It deepens when they stop expecting someone else to answer them.

 

Track the right data

 

We don’t always say it out loud, but whoever’s funding your culture work is expecting ROI. Usually, that means engagement numbers compared to dollars spent. But the way we define impact needs to shift. If your only success metric is how many people showed up, you’re measuring the wrong thing.

 

Don’t define what success looks like for a group you’re not part of. Define that with them. Let them tell you what matters. And then, as the culture builder, work within those parameters.

 

In spaces where no one’s required to attend, engagement looks different. I track who lingers, who volunteers, who says, “I didn’t know that,” or who makes new connections outside their usual circle. I’ve run events with barely any attendance, then watched the follow-up Slack thread blow up with the deepest conversations we’d had all quarter. Or seen a self-identity art-making session spark a new cross-team workshop two weeks later. Those are receipts.

 

Track the aftershocks, not just the RSVPs. That’s how you know the culture is real.

17094: Protests, Politics & People-Powered Proactivity.

 

Adweek reported on how Los Angeles-based Latino advertising agencies are responding to the current protests and political proceedings, providing support to coworkers, clients, and communities.

 

The engagement likely presents a sharp contrast to the responses of White advertising agencies in LA and beyond.

 

‘This is About Humanity’: How LA’s Hispanic Agencies are Responding to ICE Raids 

 

As fear spreads across Los Angeles, multicultural agencies are offering safety, support, and a message to brands: now is the time to show up

 

By Audrey Kemp

 

Downtown Los Angeles is under curfew as military vehicles rumble down Olympic Boulevard and protests continue across the city.

 

At LA’s ad agencies—particularly those led by and built to serve the Hispanic community—the fear is both intense and deeply personal.

 

Since June 6, when the U.S. Immigration and Customs Enforcement (ICE) launched coordinated raids across LA and into Orange County, dozens of undocumented immigrants have been detained at worksites including warehouses, car washes, and Home Depot parking lots.

 

Meanwhile, hundreds of demonstrators have taken to the streets, protesting what they describe as racially motivated attacks on Hispanic and immigrant communities.

 

In a federal intervention not seen since the 1992 Rodney King riots, National Guard troops have been deployed—without the governor’s request—to support ICE operations. As of Friday morning, June 13, President Trump has maintained temporary control of the National Guard in LA, after an appeals court ruling the night prior. Officials have indicated that the military-backed raids could continue for up to 60 days.

 

“They are us,” said Marina Filipelli, CEO of LA-based creative agency Orci, of those being detained. “They are our neighbors, our friends, and our family members. It’s really close to home.”

 

The situation, she said, has “shaken us to the core.”

 

“This is about humanity,” Filipelli continued. “Everyone deserves, in our country, to be treated with a certain level of respect and with due process.”

 

Here’s how LA’s advertising scene is responding to the situation on the ground. 

 

Addressing staff needs

 

When the raids began, Orci, which was founded by Mexican American immigrants in 1986, immediately addressed staff and offered the option to work remotely, despite the agency’s two-day in-office policy. Those who wanted to come in were invited to an open forum to talk about how they were feeling.

 

“We’ve always heard from people that come from other agencies or other workplaces that when these things happen, [they] feel very alienated when they go to work,” said Filipelli.

 

Acento, another LA-based agency founded by Mexican immigrants, is also allowing employees to work remotely, as many have to cross curfew zones or navigate public transit to get to work. The agency has an internal channel where team members share news and resources, and which offers safe space to connect. 

 

“We enjoy that kind of culture of flexibility, but also mutual support,” said Acento CEO Donnie Broxson.

 

Casanova//McCann, based in Costa Mesa, has remained open, but employees don’t have to come in. While most staff are legal residents or citizens, many still carry paperwork with them daily. 

 

“We’ve continued to remind people: keep your paperwork with you at all times,” said CEO Ingrid Smart. “It’s sad that we have to do that, but better safe than sorry.”

 

Smart, who owns the now-independent agency, which is certified as both minority- and female-owned, said Casanova is offering counseling support, mental wellness perks, and even a sound bath to help staff cope. 

 

“Our vision is to be the most caring agency, and we have to prove that to our employees on a daily basis,” she said.

 

At Relevant+, a Hispanic-owned media agency in LA, staff are being offered fully paid mental health days. The agency also shared know-your-rights guides and immigrant protection resources from trusted organizations, including the Immigrant Defense Project and Informed Immigrant.

 

“We didn’t want anyone to ‘power through’ this moment,” said CEO Jonathan Patton. “We wanted them to feel seen, supported, and held.”

 

Engaging clients and community—and speaking out

 

Acento has been bracing for this moment since Trump returned to the oval office January, Broxson said. 

 

Prior to the raids, the agency had already begun advising clients—including LA Metro, Banner Health, and Pacific Gas & Electric Company (PG&E)—on how to adjust their marketing campaigns to communicate safety and care in light of heightened fear among immigrant communities. 

 

The agency advised clients to adjust in-market messaging to emphasize security and proactively assure people that their brands were supportive to immigrants, and not a risk.

 

“The fear pervades all aspects of your life,” said Broxson. “It impacts your purchase decisions… We had already started adjusting our shopping and purchasing habits based on an uncertain economy and the tariff war. It adds an extra layer.”

 

Other agencies are supporting their communities. Orci, for its part, is matching employee donations to organizations like CHIRLA, which helps detainees and their families. And Casanova//McCann is encouraging staff to use their three paid annual volunteer days now, while also developing a community-focused pro bono initiative.

 

For Relevant+, standing up is about speaking up. The agency underscored its mission to empower the U.S. Hispanic community in a LinkedIn post that emphasized how many of its team members come from immigrant families shaped by sacrifice and that cultural advocacy is core to its identity.

 

“When dignity is on the line, we don’t look away,” the post read. “It’s not about left or right. It’s about human rights.”

 

“This particular wave of ICE raids felt especially cruel,” Patton added. “And what hit even harder was the silence that followed.”

 

Staying resilient

 

While agencies are doing what they can to support their talent in a turbulent situation, they underscored the role brands can play in showing up to support diverse audiences.

 

“This work can’t just exist when it fits a campaign cycle,” Patton said. “If you claim to stand with these communities, that has to mean something when it’s uncomfortable, when it actually costs something.”

 

Filipelli agreed: “To target U.S. Hispanics as an audience, to sell them products and services, but then turn your back on them when they’re being vilified in certain ways… just doesn’t sit quite right with me.”

 

As the protests continue on, all four agency leaders underscored the unique resilience of immigrant communities during times of crisis. 

 

“The immigrant mind is resilient, is strong, is fearless—and we are staying strong for our people and our consumers,” Smart said. “And we’re not going away anytime soon.”

17093: PriDEI Perspective.

 

Advertising Age published yet another DEIBA+ perspective—presumably to celebrate Pride Month—authored by a member of the LGBTQ+ community.

 

The content regurgitates all the standard DEIBA+ drivel—sans any references to George Floyd—opining on the popular imperative to prioritize the “I” in DEIBA+.

 

The piece closes with five ways to foster inclusion, replaying common suggestions that the ruling majority continues to ignore.

 

Expect the Op-Ed to be ignored too.

 

Why inclusion is the part of DEI we can’t afford to drop

 

By Alan Brown

 

We’re in a moment of cultural contradiction.

 

Corporate DEI efforts are being scaled back. Budgets are shrinking. The language of inclusion has become politicized. Some companies have quietly dropped their diversity statements, while others are publicly abandoning entire initiatives that, just a few years ago, were treated as non-negotiable.

 

And yet, we’re also in the middle of Pride Month, a time that’s meant to celebrate visibility, equity and belonging for LGBTQ+ people. Rainbow logos without meaningful commitments and public statements without internal culture to back them up are impossible to ignore.

 

What’s missing in most of these conversations—what’s been undervalued, even by well-meaning advocates—is the “I” in DEI.

 

Inclusion isn’t about having the right language in your press release. It’s about how people feel when they walk into your office, sit in your meetings and pitch ideas in your brainstorms. It’s about culture, not just optics.

 

And for me, inclusion has always been personal.

 

I grew up in the Midwest in the 60s and 70s—a time and place where fitting in mattered more than standing out. I wasn’t out as gay back then. Honestly, I didn’t even know what being out looked like.

 

What I did know was that being different, if you were too sensitive, too artistic or quietly queer, made you a target. I was always the last picked for sports teams. That small rejection taught me a bigger lesson: Don’t make yourself too visible.

 

That early sense of exclusion stayed with me well into adulthood. When I started my own agency years later, I was still in the closet at work. I was proud of the work we were doing, but I wasn’t fully showing up. The risk felt too high.

 

Coming out at work in the early 2000s—after I had already built a career and reputation—was terrifying. But it also changed everything. For the first time, I was bringing all of myself to work. And that unlocked a kind of leadership and creativity I hadn’t known was possible.

 

I, along with my partners, have tried to build a different kind of agency—one that reflects the world, not just markets to it. We’ve brought in diverse voices, made room for emerging talent and put people first. DEI wasn’t a strategy deck. It was just how we worked.

 

But today, DEI is under pressure. There’s fatigue, there’s backlash, and in many cases, a retreat. Companies are dropping the language, scaling back commitments and saying less. What gets lost in all of this, ironically, is the part of DEI that matters most: inclusion.

 

Inclusion isn’t about checking boxes. It’s about creating real space for people to show up as themselves and be part of something meaningful. It’s not just about who gets hired, but who gets heard, who gets promoted and who gets the benefit of the doubt. It’s not just about diversity on paper, it’s about culture in practice.

 

This isn’t abstract for me. I know what it’s like to be on the outside looking in. And I also know what it’s like to finally be included—and how powerful that shift can be.

 

This Pride Month, I’ve been reflecting on that journey. The LGBTQ+ movement has always been about fighting for space—for visibility, yes, but also for belonging. From Stonewall to marriage equality to the present day, the push has always been for inclusion, not just to be seen, but to be valued.

 

If you work in advertising, media or any creative field, you already know our job is to connect and to resonate. And we can’t do that unless our teams reflect the full spectrum of the culture we’re trying to reach.

 

So, here’s the question: how do we make inclusion real, especially when it’s no longer the trend?

 

Here are five ways to make inclusion stick:

 

Start by listening

 

Really listen, not just in meetings, but in one-on-one conversations. Create space for people to tell you how they’re experiencing the culture of your organization and be ready to act on what you hear.

 

Diversify decision-making, not just hiring

 

Bringing in talent from different backgrounds is only step one. Inclusion means giving that talent real influence on creative, strategy, hiring and leadership.

 

Watch for subtle signals

 

Whose ideas get credited? Who gets interrupted? Who’s always “not quite ready” for promotion? These are cultural cues that shape people’s sense of belonging.

 

Don’t wait for Pride or Black History Month to show up

 

The work of inclusion happens every day. And if your only moments of visibility are calendar-based, people notice.

 

Be okay with discomfort

 

Inclusion sometimes means hearing things you don’t expect or disagree with. Growth happens when you stay in the room and keep listening.

 

Inclusion isn’t soft. It’s strategic. It makes our work better, our teams stronger and our companies more resilient. And as someone who spent years hiding in plain sight, I can tell you this: Inclusion can change a life.

 

This Pride Month, I’m not just looking back at how far we’ve come. I’m thinking about how much further we can go if we stay committed to building places where everyone gets to belong.

17092: Brands Feel Freedom To Ignore Juneteenth…?

MediaPost published an Op-Ed on Juneteenth 2025 that kinda feels like a self-promotional plea for crumbs from a multicultural marketing enterprise.

 

Um, if Black History Month 2025 and MLK Day 2025 saw dramatic declines in dedication from brands, expect a proportionate disinterest for Juneteenth 2025.

 

Next in line for brand neglect is Kwanzaa 2025.

 

Juneteenth 2025: How Brands Have Been Impacted By Anti-DEI Pushback

 

By Brennan Nevada Johnson, Op-Ed Contributor

 

Juneteenth is here and all I can think is how much has changed in just one year. What was once celebrated by brands and recognized as a federal holiday during President Biden’s term, is now the polar opposite under Trump. It begs the question: “Is Juneteenth even still a federal holiday with the new administration?”   

 

Soon after taking office, President Donald Trump signed an executive order directing federal agencies to end DEI claiming that it fosters illegal preferences and discrimination. Once this happened, DEI officially became a slur and weaponized, which caused thousands of companies to walk back on the commitments that were made — and instead give in to political bullies.

 

Target. Meta. Walmart. Amazon. McDonald’s. Lowe’s. Google. Ford. Harley-Davidson. JPMorgan Chase. Morgan Stanley. Pepsi. Best Buy. Citigroup. Disney. PBS. Deloitte. John Deere. Brown-Forman. This list includes some of the world’s biggest brands that have completely dismantled their diversity, equity, and inclusion (DEI) initiatives, programs and departments as a result of political pushback from the Trump administration. Already, multiple cities have cancelled Juneteenth celebrations due to the political climate since Trump’s return to office.   

 

What’s worse is that these companies made lofty promises and pledges around Juneteenth that pushed for DEI to address systemic barriers in 2020 amidst the Black Lives Matter movement and George Floyd’s murder. Many of these brands jumped on the bandwagon and flocked to post black squares to their social media pages and vowing to do anything to win over a customer base they failed to engage with prior. It was all merely performative.   

 

Juneteenth is in its fifth year and despite the efforts of many it can’t be erased. Consumers are making sure of that and are fighting back. Since the DEI pushback, there have been lawsuits and boycotts to stop spending money at brands like Target. It’s worth noting that Target reportedly saw a 17% decline in stock value after scaling back its DEI programs. Not to mention, earlier in the year there was a nationwide economic blackout that called for Americans to avoid buying anything from brands that have rolled back DEI and instead shop small businesses instead.  

 

It’s obvious that DEI is going through an evolution, and that most don’t understand what DEI is. That’s how misinformation happens. Such as, DEI allows unqualified or rather incompetent people to take things away from others. And that it is reverse discrimination. However, amidst that noise is an opportunity to set the record straight. Storytelling is one of the most powerful tools to own the narrative and get the truth out there by communicating effectively what the benefits of DEI actually are. DEI is more than just race. It’s about creating an environment where everyone feels welcome, valued, and can thrive despite their background. It’s about everything that makes us each unique and why together that only can mean that we’re better and stronger. It’s not divisive like many claim.   

 

Brands that show up only when it’s convenient risk losing trust and credibility amongst customers. It’ll only become more challenging to attract top talent, compete or even innovate. Consumers today are very savvy and won’t forget the brands staying silent or ditching Juneteenth and other cultural celebrations when it used to be like clockwork to don your support and appreciation for diverse communities.

17091: Read Resignation-Retirement Rhetoric Reeks.

 

Adweek and MediaPost published the official resignation statement from WPP CEO Mark Read, with the latter trade journal positioning the move as a retirement decision.

 

Retirement?! Will Read receive a gold watch along with the golden parachute—in sharp contrast to WPP drones about to receive golden showers?

 

As previously mentioned, the trade journals are being polite in their coverage, while other sources are pointing to client firings, financial woes, and global mismanagement as key motivators for Read’s alleged retirement plans.

 

In Read’s defense, he inherited a flaming turd from Sir Martin Sorrell, who never hesitated to shit on his own invention after wiping his ass of the burning bowel movement.

 

Yet Read succeeded in elevating the odor, expelling iconic White advertising agency brands—including Y&R, Wunderman, and JWT—from the Adlandscape.

 

Read remarked, “I am excited to explore the next chapter in my life…” Okay, but the tale he authored in the past seven years is an epic failure.

 

Read’s Resignation-Retirement Rhetoric:

 

WPP is an incredible company with over 100,000 talented and creative people, wonderful clients and partners, and an unmatched presence around the world. It has been an immense privilege to serve as its CEO for the past seven years.

 

When I took on this role our mission was to build a simpler, stronger business, and put structure and new energy behind our creativity and performance, powered by world-leading technology. I am proud that our teams across the business have delivered that exceptionally well. Our clients today rate us more highly than ever before, we now work with four of the world’s five most valuable companies, and our revenues with our biggest clients have grown consistently. 

 

Our business starts with creativity, and I was delighted for our teams that last year we were once again named Creative Company of the Year at Cannes Lions.

 

We have also positioned WPP at the forefront of the industry with our investments in AI and, with the full launch of WPP Open this year, we are now leading the way as AI transforms marketing. We have an exceptional leadership team and a secure financial position that allows us to face the future confidently and capture the opportunities ahead. 

 

After seven years in the role, and with the foundations in place for WPP’s continued success, I feel it is the right time to hand over the leadership of this amazing company.

 

I am excited to explore the next chapter in my life and can only thank all the brilliant people I have been lucky enough to work with over the last 30 years, and who have made possible the enormous progress we have achieved together.

 

I would also like to thank Phil and the rest of the Board for their steadfast support for me and the wider executive team, and I look forward to supporting them in the transition to my successor in the coming months.

17090: Read All About It—Read About To Leave WPP.

 

Advertising Age reported WPP CEO Mark Read will bail out on December 31, 2025—and he’ll participate in the search for a successor before presumably pulling the ripcord of his golden parachute.

 

Seems Read is mimicking his predecessor—Sir Martin Sorrell—by exiting while the White holding company is experiencing severe turbulence in advance of a disastrous crash.

 

Granted, Sorrell’s departure was unceremonious, filled with scandalous controversy and lacking transparency. By comparison, Read is arguably receiving a 6-month notice—which is roughly half a year more than the typical WPP drone gets before learning they’ve been deemed redundant and/or unqualified.

 

Anyone surprised by the news simply hasn’t been paying attention to the sorry state of affairs at WPP in recent years. Indeed, the only surprise is Read appears to be leaving of his own volition. Or maybe it’s a Joe Biden-like scenario, where advisors are pressing Read to concede defeat and abandon self-promotional campaigning.

 

The trade journals are being polite in coverage, probably to avoid pissing off a key source of content. The Wall Street Journal, in contrast, ran a headline declaring, “WPP CEO to Depart After String of Ad Client Defections—The company’s share price has fallen roughly 53% during Mark Read’s tenure.”

 

In the end, Read is stepping down as CEO—as a result of falling down as CEO.

 

WPP’s Mark Read stepping down as CEO

 

By Tim Nudd

 

WPP CEO Mark Read will exit at the end of the year, the holding company said Monday, and the search is now on for a successor.

 

Read has been with WPP for more than 30 years and served as its CEO for the past seven. His exit comes at a critical inflection point for the industry, which is in the grips of consolidation—WPP rivals Omnicom and Interpublic Group of Cos. are in the process of merging—and an attempted reinvention for the age of AI.

 

WPP has underperformed its peers of late, reporting a 1% decline in revenue less pass-through costs last year and a 2.7% drop in the first quarter of this year.

 

The company’s recent moves include rebranding GroupM as WPP Media and boosting WPP’s AI credentials with its first-ever B2B campaign.

 

“On behalf of the board, I would like to thank Mark for his contributions not only as CEO but throughout his more than 30 years of leadership and service to the company,” said Philip Jansen, chair of WPP. “During that time Mark has played a central role in transforming the company into a world leader in modern marketing services, with deep AI, data and technology capabilities, global presence and unrivaled creative talent, setting WPP up well for longer-term success.”

 

Read will remain CEO until Dec. 31 in order to participate in the search for a successor and to help guide the transition once a new CEO is chosen.

 

“When I took on this role our mission was to build a simpler, stronger business, and put structure and new energy behind our creativity and performance, powered by world-leading technology. I am proud that our teams across the business have delivered that exceptionally well,” Read said.

 

He added that the company is well-positioned for the future.

 

“Our business starts with creativity, and I was delighted for our teams that last year we were once again named Creative Company of the Year at Cannes Lions,” he said. “We have also positioned WPP at the forefront of the industry with our investments in AI and, with the full launch of WPP Open this year, we are now leading the way as AI transforms marketing. We have an exceptional leadership team and a secure financial position that allows us to face the future confidently and capture the opportunities ahead.”

 

Read added that he is “excited to explore the next chapter in my life.”

17089: Slump, Dump, Jump—Mayday!

 

The Advertising Age monthly job market report stated, “Employment in advertising, public relations and related services slumped for the sixth month in a row, falling by 2,100 jobs in May to its lowest level in three years.”

 

Hey, that doesn’t even take into account casualties and collateral damage to come from the impending Omnicom acquisition of IPG, Procter & Gamble housecleaning, Walt Disney reduction rollercoaster, WPP Media plan, Ogilvy-Grey hookup, industrywide DEIBA+ abandonment, and assorted RIFreak Offs.