Digital Agencies
Isobar India launches experience-led transformation consulting practice ‘Isobar Consulting’
NEW DELHI: Isobar, the digital agency from the house of Dentsu Aegis Network (DAN), has announced the launch of Isobar Consulting in India. A global transformation consultancy, Isobar Consulting will help brands define their digital transformation strategies. It will also help brands construct roadmaps to unlock their exponential business growth within the country while reinforcing Isobar's strategic capabilities to deliver experience-led transformation and ensuring excellence in the delivery of end-to-end solutions to clients.
The offering has been developed to respond to the demand for customer-centric solutions to drive growth. It has been built on the strong plinth of Isobar India Group's existing consulting capabilities – powered by Fractal Ink and Isobar India. For the record, Fractal Ink and Isobar India have strong experience in delivering experience-led transformation projects in markets such as India, Switzerland, Mauritius, Indonesia, Kenya, Egypt, and parts of the Middle East.
In its initial phase, Isobar Consulting will help companies build their digital culture. It will create digital transformation roadmaps by identifying internal operational efficiencies and opportunities to ace the X-factor for end consumers, partners, and employees, and, thus, foster the industry’s 4.0 capabilities.
Isobar Consulting will be led by Priyanka Agrawal, co-founder, COO and chief strategy officer, Fractal Ink, as country head. Additionally, the agency has also appointed Rahul Vengalil as chief business officer, Isobar Consulting. Both Agrawal and Vengalil will report into Shamsuddin Jasani, Group MD, Isobar South Asia.
Shamsuddin said, “We have been readying ourselves to launch this world-class experience-led transformation business for almost six months now. However, we wanted to fine tune it before launch and now, on the back of two big wins, we are launching Isobar Consulting. I feel that by drawing capabilities from two of the finest agencies within the Isobar India group – Fractal Ink and Isobar India, we can deliver a roadmap for a lot of businesses that seek this transformation. experience-led transformation is our key offering, and we genuinely believe that we have a substantial competitive advantage in this space. With the addition of this service, the Isobar India Group can deliver end-to-end solutions to clients – right from consulting to delivery.”
Agrawal added, "The digital world is changing at a break-neck speed. We realised we need a new formula for the new era that a traditional consulting or design agency alone cannot deliver – an experience-led innovation consulting. We merged the design strategy, creative, and digital capabilities of Fractal Ink and the broad reach, mar-tech experience, and deep business and brand strategy of Isobar India to create something that brings immense value to our clients and catapults their growth. With depth, commitment, and impact in our DNA, we strive to orchestrate the capabilities to truly change the game and deliver insights at speed and solutions at scale. We are looking forward to be a part and reason for the digital transformation success stories of companies.”
Speaking on the appointment and launch, Vengalil commented, "Digital platforms and technologies have become an integral part of consumer journeys today. It is not an advertising platform for them. They are transacting, communicating, researching, building relationships, banking, etc. It is a different life for consumers on digital. Forward-looking businesses need to understand consumer needs and solve their problems using digital solutions. For this, we need to change the existing advertising codes and reorient the entire organization to keep consumer needs and problems at the centre.”
Isobar Consulting will drive this experience-led Transformation practice across all Dentsu Aegis Network offices in India.
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.
