Digital Agencies
Group M research reveals consumers affinity for latest tech
NEW DELHI: GroupM has released a new research that reveals that one in two (54.3 per cent) consumers believe it’s important to be equipped with the latest technology.
Conducted by GroupM’s Live Panel in December 2020, this original research looks at the importance of new technology in consumers’ lives. The agency surveyed 1000 US consumers on their attitudes toward technology across six general categories: attitudes toward technology, information sharing and privacy, virtual reality-based devices and services, smart appliances, mobile devices and digital services, such as visual search, streaming audio and streaming video.
The key highlights of the research are –
· Attitudes toward technology:
54.3 per cent respondents agree with this statement: “It’s important my household is equipped with the latest technology.” Males, younger people and higher-income households all “completely agree” with a much higher propensity than other groups.
· 5G connected devices:
More than half (51.5 per cent) respondents said they have a 5G device such as a mobile phone that can connect to a 5G network. Among the half of the population without a 5G connected device, 59.6 per cent of 35-54 year-olds said they expect to buy one in the next year, while 45.2 per cent of 18-34 year-olds said the same.
· Digital services:
Voice assistance/Visual search: 96.1 per cent respondents use an Amazon or Apple connected product to help with their shopping.
Streaming audio services: The responses were significantly higher for females than males regarding YouTube Music (49.1 per cent to 42.4 per cent), Pandora (53.4 per cent to 39.7 per cent) and local online radio station (19.6 per cent to 15.4 per cent).
Streaming video: In order to maintain a lower monthly bill for streaming services, 66 per cent respondents said they would accept having to watch commercials.
· Virtual or augmented reality:
The higher the income, the more likely a consumer would respond “yes” to having a “virtual travel experience” like visiting a museum or a foreign city— eight per cent of the highest quintile, while only 24.7 per cent of the lowest quintile. Overall, males across each age group showed a higher propensity to have accessed a “virtual” trip.
· Information sharing and privacy for health and fitness trackers:
81.7 per cent of respondents believe that either they or a family member should be the only ones with access to this data. On the other hand, only 6.9 per cent of respondents believe the company that made the device or software should have access.
· Smart appliances:
48 per cent agreed that they would like a home appliance to “automatically order replacements when I am running out of related products” (i.e.: a washing machine ordering new detergent or a refrigerator ordering food).
GroupM global president of business intelligence Brian Wieser said, “New technologies change the ways in which consumers engage with brands and introduce new ways to drive long-term growth. Exploring the contours of new technology adoption laid out in this research is critical for marketers to better understand how to allocate their resources in 2021 and beyond.”
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.
