Advertising from Every Angle: Jon Peppiatt on Culture, Strategy, and Industry Change

After more than three decades spent at the heart of the industry, Jon Peppiatt has seen the game from both sides of the table – first as a creative leader at agencies like BBH, and now as a non-executive chairman at The Blueprint and consultant running creative pitches. His perspective is a unique one, offering a rare lens through which we can examine more intimately the evolution of advertising – from shifting agency cultures, to the changing demands of clients.

The Shifting Face of Leadership

Jon’s career began in the post room of Collet Dickenson Pearce (CPD) back in 1986, a world he recalls as “terrifying.” Advertising at the time was ruled by a ‘command-and-control’ leadership model, almost exclusively led by men. Over time, however, Jon witnessed the industry embrace a more inclusive, empathetic leadership style.

“In the ‘80s, it was, at times, a quite scary approach,” he tells me. “Now, partly due to the welcomed increase of female CEOs, effective leadership is much more empathetic and involves listening to the views of your people before making key decisions.”

But Jon is clear-eyed about leadership’s pitfalls, especially after the challenges brought about by the pandemic. He cautions against overly democratic decision-making, warning that “popular decisions are not always the right ones.” For him, clarity and conviction remain leadership essentials – values he has carried into his consulting role.

Culture as Strategy

Agency culture is another area where Jon’s perspective is both coloured by hindsight and forward-looking. He vividly contrasts the past’s pub-centric culture with today’s more… considered approach.

“There’s the well-known quote that ‘Culture eats strategy for breakfast,’ but I would argue that creating a strong culture is strategy,” he explains. Jon highlights that great culture isn’t one built through top-down mandates, but emerges organically from within. At BBH, he spearheaded a ‘Culture Club’ made up of employees from all levels and disciplines, ensuring cultural initiatives were driven from the ground up.

Jon’s most critical insight, however, is about behaviour in the workplace. “The most important part of any agency’s culture is how you act and behave in the office during a working day – not what you do out of the office,” he stresses. Kindness, respect and mutual support form the core of his cultural philosophy.

Inside the Pitch Room

Since moving into consultancy, Jon has run countless creative pitches, gaining an acute understanding of what separates winning agencies from also-rans. His verdict is that strategy often trumps creative brilliance.

“I think the role of the lead strategist in a pitch is absolutely critical and, maybe controversially, more important than the lead creative,” he says. “Most clients believe that their shortlisted agencies will be able to come up with exceptional creative ideas….but the ability to fully understand the business challenge and unlock a fresh strategic approach is the key to success.”

His advice for agencies is refreshingly practical: bring more junior team members into the room, halve the number of slides, and focus on commercial results rather than vanity metrics like ‘views.’ “Don’t over-cater!” he adds.

Adapting to New Demands

Reflecting on how the industry has evolved, Jon acknowledges that the fundamentals of the agency-client relationship remain the same: open communication, mutual respect, and shared objectives. However, today’s clients expect faster, more integrated solutions across multiple channels - all while paying painfully less.

“This push for more and to pay less is true across multiple sectors in the services industry, not just advertising,” he notes. “Agencies need to find ways to make it work, whether that is by adopting different processes or by bringing in people with different skills.”

He also addresses the thorny balance between creative freedom and commercial pressure. While he concedes that the number of client-side stakeholders can dilute bold creative ideas, he rejects the notion that commercial demands inherently stifle creativity. “If the client-agency relationship is strong, then the creative work is absolutely still possible - look at the recent brilliant Tesco poster campaign as a good example.”

Next-Gen Talent

For the next generation of advertising big-dogs, Jon’s advice is grounded in the timeless values of curiosity, resilience, and an openness to new technologies. He emphasises that young talent must be given real opportunities to contribute meaningfully. “The key is whether the agency has the confidence to give next-gen talent opportunities to show their value and ensure their voice is listened to and respected,” he says.

Looking back on his long, varied career, Jon’s personal philosophy remains simple. “Just enjoy it and keep learning. If you’re ever in a job that doesn’t give you both – do something else.”

From the postroom to the pitch room, Jon’s journey reminds us that despite face-paced evolution, changing dynamics can and should be navigated with clarity, empathy, and a relentless commitment to creativity. While the industry’s tools and techniques may change, its heart – the drive to solve business problems through original, meaningful ideas – remains resolutely the same.