Digital Agencies
After setting up ROAR, Publicis Groupe acquires Crown Partners
MUMBAI: It was last week when Publicis Groupe, the French holding company had announced the launch of ROAR, an agency of hand-picked talent drawn from across the digital resources within the group.
To scale up its digital side of the business, the group has acquired Crown Partners, a full service firm that drives commerce and content solutions, based in the United States.
According to WSJ, the group is aiming at generating at least half of its revenue by 2018 from digital. Publicis reported that its digital revenue rose 14 per cent on an organic basis in 2013, with digital representing 38 per cent of the company’s revenue.
Crown Partners will be aligned with Razorfish, to further accelerate the agency’s strong leadership and growth in commerce, marketing and content technology platform-related services.
Founded in 2001 by CEO Richard Hearn and president Mark Kennedy, Crown Partners currently has 150 employees based at its headquarters in Dayton, Ohio and across US offices in New York, Dallas and Denver.
The firm offers technology solutions to Global 2000, Fortune 500 and emerging enterprises, ensuring clients—which include Lands’ End, ASICS, Keurig-Green Mountain, GlaxoSmithKline, St. Jude, United Technologies and David Yurman—achieve their digital goals.
The acquisition supports Razorfish’s commitment to identifying opportunities for business transformation that have commerce at their core. Crown Partner’s healthy business, combined with Razorfish’s approach to creating superior integrated customer experiences on behalf of their clients, will amplify the agency’s ability to provide exceptional services to its clients.
The Crown Partners’ team will join Razorfish Technology Platform Services. Hearn will assume the position of executive lead and president of Razorfish Technology Platform Services, and will report to Razorfish North America CEO Shannon Denton.
“We believe this is a time of great opportunity for businesses that are willing to embrace transformation. The businesses with the best and most consistent customer experience will come out on top, and the only way to win is to effectively leverage technology and data,” mentioned Razorfish global CEO Pete Stein in a statement.
“The integration of Crown Partners within Razorfish reinforces the agency’s technology capabilities in the commerce and retail space and offers increased capitalization on growth opportunities, while ensuring continued talent development and delivery of the highest quality client work,” added Razorfish chairman Rishad Tobaccowala.
Hearn continued, “For the past 13 years Crown Partners has empowered companies to use digital technologies to expedite growth, drive new business and minimize costs. Joining forces with Razorfish will give our shared clients access to unmatched innovation, depth of expertise and balance in platform enabled professional services.”
Razorfish and Crown Partners will also be able to expand an already long list of successful platform implementations with mutual key partners hybris, a SAP company, and Adobe.
hybris president and co-founder Carsten Thoma said, “Crown Partners has been a dynamic force in realising omni-channel commerce solutions leveraging the hybris and SAP platforms. Together with Razorfish, we have a valued partner in the market with the innovation, experience and ambition to change the face of commerce.”
“It’s exciting to think about the potential that will result from an innovative partner like Crown Partners joining forces with a powerful Adobe global partner like Razorfish. This acquisition will further extend Razorfish’s current success with providing customers the value and benefit of Adobe Marketing Cloud solutions by growing their web experience and experience-driven commerce practice,” concluded Adobe vice president, global alliances Jim Sink.
BENGALURU: For years, creative teams have learned to live with ambiguity. Vague comments, last-minute changes, feedback that arrives without context, clarity, or conviction. It became part of the job – something teams worked around rather than getting it solved.
But as we head into 2026, that tolerance is wearing thin.
Creative work today moves faster, scales wider, and involves more stakeholders than before. Teams are producing more content across more formats, often with distributed collaborators and tighter timelines. In this environment, guesswork is no longer a harmless inconvenience. It’s a cost – to time, to budgets, and to creative mindspace.
The real problem isn’t feedback, it’s how it’s given
Most creative professionals you see today will tell you they’re not against feedback. In fact, they rely on it. Good feedback sharpens ideas, strengthens execution, and pushes work forward. The problem is ‘unclear’ feedback. When someone says “this doesn’t feel right” without context, they aren’t just revising – they’re basically decoding. They’re guessing what the problem might be, trying different directions, and burning time in the process. Multiply that by a few stakeholders and a few rounds, and suddenly days disappear.
In 2026, when teams are expected to deliver faster without compromising quality, interpretation is a luxury most can’t afford.
Scale has changed rverything
Creative projects used to be smaller and simpler. A designer, a manager, maybe one client contact. Feedback loops were short, even if they weren’t perfect.
Today, the same project might involve internal marketing teams, agencies, freelancers, brand reviewers, and regional teams. Everyone has a say. Everyone leaves comments. And often, those comments don’t agree. More people reviewing work means alignment matters more than ever. Clear feedback isn’t just about being nice to creative teams, it’s about keeping projects moving when complexity increases.
Guesswork quietly wears teams down
One of the less talked-about impacts of unclear feedback is what it does to people.
When feedback is vague or contradictory, creatives second-guess their decisions. They hesitate. They overwork. They keep extra time buffers “just in case.” Over time, confidence drops. Ownership fades. Work becomes safer, not stronger. Creative energy gets spent on managing uncertainty instead of pushing ideas forward. And in an industry already grappling with burnout, unclear feedback adds unnecessary mental load.
Actionable feedback is a shared skill
Clear feedback doesn’t mean controlling creative decisions or dictating every detail. It means being specific enough that someone knows what to do next.
Actionable feedback answers three basic questions:
What exactly needs attention?
Why does it matter?
What outcome are we aiming for?
This applies whether you’re reviewing a video frame, a design layout, or a copy draft. The clearer the feedback, the fewer follow-ups it creates. In 2026, teams that treat feedback as a skill and not an afterthought, will move faster with less friction.
Tools shape behaviour (whether we admit it or not)
The way feedback is delivered is often dictated by the tools teams use. Comments buried in long email threads, messages split across chat apps, or notes detached from the actual work all contribute to confusion.
When feedback lives outside the work, context often gets lost. When it’s disconnected from versions and timelines, decisions get questioned. When it’s scattered, accountability disappears. More teams are starting to realise that feedback problems aren’t just communication issues, they’re workflow issues. How work moves between people matters just as much as the work itself.
From Opinions To Alignment
One of the biggest shifts happening in creative teams is a move away from purely opinion-driven feedback. Instead of “I like this” or “I don’t,” teams are asking better questions:
● Does this meet the brief?
● Does this solve the problem?
● Does this align with the goal?
This change reduces unnecessary back-and-forth and helps feedback feel less personal and more productive. It also makes decisions easier to explain and defend. As creative work becomes more strategic, feedback has to support that shift.
2026 Is About Fewer Loops, Not Faster Loops
There’s a misconception that speed means moving through feedback cycles faster. In reality, the most creative teams aren’t just accelerating loops, they’re reducing them. Clear, actionable feedback upfront leads to fewer revisions later. Clear approval stages prevent last-minute surprises. Clear decisions stop work from circling endlessly.
In 2026, efficiency won’t come from working harder or longer. It will come from designing workflows that respect creative time and attention.
Ending guesswork is a mindset change
Ultimately, ending creative guesswork isn’t just about better tools or processes. It’s about mindset. It’s about recognising that clarity is an act of respect – for the work, for the people doing it, for the time invested and for the mindspace used. It’s about moving from “figure it out” to “here’s what we’re aiming for.”
Creative teams that embrace this shift will find themselves not only delivering faster, but also enjoying the process more. And in an industry built on imagination, that might be the most valuable outcome of all.
