Digital Agencies
LinTeractive launches Deep Digitisation
MUMBAI: LinTeractive, the digital arm of MullenLowe Lintas Group, unveiled a proprietary framework named Deep Digitisation at a major regional industry event today, in Singapore.
Digital Transformation is a subject gaining currency, both as an opportunity and a cause-of-concern, across the industry over the past year. LinTeractive’s framework, Deep Digitisation, looks at re-imagining organizations for a digitized environment, leading to transformation as the outcome.
Eight months ago, the agency set up a task-force of technologists, designers, analysts and strategists, to develop approaches that could help large organisations evolve for a digitised environment. The team, led by LinTeractive EVP Sumanta Ganguly came up with several hypotheses and some prototypes that eventually led to the Deep Digitisation framework. The agency claims to have tested alpha versions of it with some of its existing clients to establish applicability and robustness.
MullenLowe Lintas Group — marketing services Group CMO and President Vikas Mehta said, “We’ve been in several conversations with clients about Digital Transformation over the past months. A pattern seems to be emerging, where a discussion with CMOs quickly evolves to include the CTOs and the CEOs as crucial players who need to come together to drive digitisation. While there are several offerings in the market that promise digital transformation, they come from either consulting or technology firms. Each has its own strengths, but almost all of them fall short of building an ecosystem around every company’s most important asset, its customers. This observation led us to start working on a model that could put users (including consumers), at the heart of an organisation’s digital ecosystem.”
Speaking of the launch, Ganguly said, “Most of today’s successful companies were born in an era of competition. They are organised around competencies and structured to create competitive advantage. Their digital pursuits are reflective of this reality where every department is driving multiple digital efforts simultaneously. But when you add them all up, it ends up with common gaps, as well as duplicated efforts. In an era of collaboration, the whole company needs to come together as one, and create a seamless experience for every user group. We’ve attempted to achieve that through Deep Digitisation. The framework helps companies reorganize around their existing structures and yet, have a unified approach to digital transformation.”
As per the Deep Digitisation framework – digital transformation is the outcome of an ecosystem of platform play that sets the stage for consistent innovation.
Applied to organisations, the approach is semi-structured and leads to a customised solution in each instance. As Ganguly puts it, “What we’ve seen with most use-cases so far, it’s about two-thirds constant where the modules are plug-and-play, and one-third bespoke. The customization varies depending on the scale, complexity and ambition of the company.”
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.
