In early 2024, I wrote an article for The Drum about why no one wants to work in ad agencies anymore. It captured the mood of quiet quitting, industry-wide exhaustion, and the talent exodus hitting our sector hard.

Since then, we’ve seen a turbulent market for both market research and UX research, with many client-side and agency roles made redundant in a tough economic climate. Our industry is shifting – whether we love it or not – shaped by AI, automation, economic instability, and geopolitical fluctuations.

This isn’t just a moment; it’s the reality we’re navigating for the foreseeable future.

In light of all this change, what stands out most is the opportunity to rethink the agency-client relationship and what we’re actually trying to achieve together. If our shared goal is to create impact and drive commercial success, how do we do that in a way that works for 2025 and beyond? When priorities shift and power dynamics are renegotiated, we create real space for reinvention – an opportunity to build an industry that works better for everyone.

I spent 10 years client-side as a researcher and planner at the BBC before moving agency-side – a less common direction of travel in our industry. And I’ve never looked back. Now, after my time as group managing director at Crowd DNA, I’m leading strategic insight agency Truth Consulting, and the lessons I’ve learned along the way point to one thing: we need to rethink how we collaborate. So, what might that look like?

1. Rethinking how we measure value

Clients often look for speed and cost-efficiency, but at the same time, they expect deep thinking, creativity, and high-quality execution. There’s a growing challenge where pricing pressures are applied in the wrong areas, yet expectations for excellence remain high. In response, agencies sometimes agree to lower fees just to stay competitive, which can lead to strain, burnout, and unsustainable business practices –ultimately affecting the quality of work for everyone.

That said, agencies also have a responsibility to be mindful of costs and ensure pricing reflects real value, rather than just being high for the sake of it. The real focus should be on finding the most efficient and effective way to deliver meaningful insights for each brief. Wouldn’t it be great if we could have open, honest conversations about what things truly cost and what clients should be investing in? After all, another focus group might not provide the answer – but with the right time and approach, the right solution can emerge.

2. Embracing the chaos – together

If everything is changing all the time, switch up the approach to how we run work. Perhaps it’s less about projects starting and finishing and more about collaborations of listening to stakeholders, engaging consumers, and staying attuned to cultural shifts through advisory communities, human-centred design, co-creation, and advice from leading-edge changemakers over time. To have a north star for how we’ll answer research questions but more openness to rescope and shift the focus as we go along.

These strategies are often executed in less hierarchical, more participatory settings, which means agencies and clients need to work on power imbalances and become one team.

3. Reclaiming confidence in the future of research

The real opportunity lies in reclaiming confidence in the future of our industry and conducting the best research possible. If we are not leading that change, then another industry – AI and tech, design or management consulting – will.

The need to answer the toughest questions and drive businesses forward is not going away. Researchers play a crucial role in promoting a positive outlook on the world and our future to help regain consumer confidence – not by lying, but by charting a clear and optimistic path forward. This means demonstrating transparency in how we work, involving consumers, and inviting them into the process of change. This approach instils confidence that progress is being made – whether in skills, finances, or the development of better products and services.

4. AI is our shared friend

It doesn’t have to be like Mean Girls, where some people are left out. Clients and agencies alike will need to figure out how and when to use AI. A lot of work is being done in this space, but why not involve your clients and agencies? Run pilots together, share findings, and be transparent about what AI can and cannot do.

Overclaiming AI’s capabilities, over-reliance, smoke and mirrors, and pretending the technology can do things it can't only add to cynicism and the erosion of trust.

5. Reinventing ED&I

Diversity and inclusion shouldn’t be an optional extra in an industry dedicated to understanding people. It’s core to how we work, how we hire, retain talent, and how we engage with participants. Some high-profile brands may be pulling back, but that doesn’t mean ED&I isn’t crucial. The challenge now is integrating it into the fabric of how we collaborate – moving beyond committees and policies to making it a lived reality in agency-client partnerships. As Dr Mark Thorpe, chair of the MRS Inclusion Pledge, says, true inclusivity benefits everyone, not just those with protected characteristics.

6. Understanding your client’s (or agency’s) love language

OK, so we’re nearly at Valentine’s Day, which means it’s the perfect time to talk about love languages. I sometimes encourage my team to assess the personality type of their clients using a model like the DISC assessment and then consider their clients’ love languages. Note that I don’t ask clients to take any tests – though perhaps we should! Instead, it’s more of an empathy-building exercise. The goal is to see your client as a person, a human being, and acknowledge that their needs might be different from yours – just like in any other relationship.

A moment for reinvention

At its core, this is a moment for reinvention – for building an industry that works better for everyone. Organisations like Aura are already doing great work in this space, but meaningful change starts with simple actions. If you’re agency-side, take a moment to ask your client what’s keeping them up at night and listen carefully. If you’re client-side, why not check in with your agency today – to see what they truly need from you?

Our industry is changing. The question is: how do we want to shape it, together?

Matilda Andersson is managing director at Truth