Digital Agencies
OMD India strengthens its leadership team
MUMBAI: In a move to strengthen its core leadership team, OMD India has promoted Sulina Menon to the newly created role of chief client officer, while Lalit Agrawal has been elevated to the role of head of OMD India – West.
The promotions are in line with the executives’ long-standing track record of achievements and will enhance the agency’s leadership capabilities as it continues to take on fresh growth in the Indian market.
Menon takes on her new role with immediate effect and will work closely with OMD India’s CEO, Priti Murthy, in building the OMD brand nationally. A media veteran with multifaceted experiences, Menon has worked across media agencies, television channels and on the client-side at Samsung. Since joining Omnicom Media Group in 2013 to lead on planning for the network’s Delhi office, Menon has proved her mettle and earned the status of a trusted partner to the agency’s longstanding clients. In this new role, she brings her media agnostic approach, helping clients to focus on what really drives value for their brands instead.
Speaking on her promotion, Menon says, “I am really excited about energising our team in India to drive data-enabled, integrated solutions for our clients and look forward to seamlessly on-boarding our new clients. It’s important for us to continue evolving our approach for clients and OMD is well equipped to future-proof their businesses. I am excited to be a part of the journey.”
In his new role as Head of OMD India – West, Agrawal will drive and consolidate fresh avenues for growth. His presence as a strong business leader is already felt by some of the most iconic brands, and his consistent delivery of innovative solutions to complex business problems has earned him respect and appreciation from both local and regional clients. During his eight years with OMD, he has been instrumental in delivering several innovations and industry-first initiatives – a feat that he will undoubtedly continue as the agency continues to expand its presence in West India.
Speaking on his appointment, Agrawal adds, “OMD is now well underway on its new path, with a rejuvenated focus on helping clients make ‘Better Decisions, Faster’. I am thrilled to be part of this momentous occasion as we extend our footprint in West India and I look forward to working with our clients and teams to make a mark for this region.”
Speaking on the promotions, OMD India CEO Priti Murthy mentions, “I am delighted to partner with Sulina and Lalit in their new roles. As an agency that is committed to generating business results for our clients, both Sulina and Lalit embody this value proposition, having spent considerable time in the industry and at OMD. These promotions are also a testament to the talent of our teams, taking our agency from strength to strength. I look forward to working closely with them both in navigating OMD’s continued journey of growth 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.
