Agency leaders describe navigating an environment shaped by uncertainty, shifting client expectations, and evolving definitions of value. Within this context, many agencies reference an ongoing effort to balance formal research inputs with experience-based and creative judgment. The Agency Core 2025 Research surfaces how agencies talk about this balance, including where it feels aligned and where tension appears.

This blog reflects how agencies describe their own approaches to strategy, data use, and creative decision making. It highlights reported patterns and variations across agency segments without evaluating effectiveness or prescribing methods.

Agency leaders frequently reference the mix of strategic and tactical work as a lens for understanding how decisions are made. Satisfaction with this balance varies widely across segments.

• Satisfaction With The Mix Of Strategy And Execution

  Across the full respondent pool, fewer than half of agency leaders report being very satisfied with the mix of strategic versus tactical work their agencies gained in the prior year. This suggests that many agencies experience some level of misalignment between higher-level thinking and execution-focused delivery.

  Reported satisfaction differs by segment, indicating that agencies experience this balance in different ways depending on positioning, confidence, and operating context.

• Variation Across Attitudinal Segments

  Thought Leaders and Loyalty Builders are more likely to report satisfaction with their strategic and tactical mix. Change Seekers report the lowest satisfaction levels, alongside higher concern about pipeline health, client expectations, and future uncertainty.

  These differences point to variation in how agencies describe their ability to integrate strategic thinking into everyday work, rather than a single shared experience across the industry.

Agencies reference multiple forms of research and data when describing how they inform decisions. At the same time, many acknowledge limits in how consistently these inputs are used.

• Use Of First-Party Data And Formal Research

  Agency leaders broadly recognize that better data can reduce guesswork and improve clarity. First-party data, client insights, and structured research are frequently mentioned as valuable inputs, particularly among agencies offering digital and performance-focused services.

  Despite this recognition, only a small share of agencies list first-party data collection as a top priority, suggesting a gap between perceived importance and operational emphasis.

• Limits And Gaps In Research Prioritization

  Many agencies report moderate or low prioritization of research activities, even while acknowledging their value. This pattern appears across segments and agency sizes.

  The data reflects a reported reality where research is seen as useful but not always embedded as a habitual or systematic part of decision making.

Alongside references to data and research, agency leaders frequently describe decision making through the lens of experience, confidence, and creative authority. These elements appear closely tied to how agencies view their role with clients.

• Confidence In Expertise And Positioning

  Agencies that report having a clear niche and a reputation for expertise are more likely to describe confidence in their recommendations. Thought Leaders, in particular, report strong agreement that their agencies are known for solving specific problems rather than offering broad services.

  This confidence is often referenced as a factor in how agencies make judgment calls, especially in situations where data is incomplete or client expectations are unclear.

• Differences Between Segments With Clear And Unclear Niches

  Agencies without a clearly defined niche are more likely to report challenges related to differentiation, value perception, and uncertainty. These agencies are less likely to say prospects understand what sets them apart.

  The research reflects variation in how creative judgment is described, with some agencies anchoring decisions in a defined point of view and others reporting more reactive or situational decision making.

Agency leaders also describe moments where research inputs and creative judgment do not align cleanly. These tensions often surface in client relationships and future planning.

• Client Expectations And Value Perception

  Many agencies report that clients underestimate the amount of work required to deliver results, particularly strategic work. This creates situations where agencies rely on judgment and experience to bridge gaps between what research suggests and what clients are willing to pay for or prioritize.

  These dynamics are reported more strongly among Change Seekers, who also express higher concern about pipeline instability and competition.

• Uncertainty And Shifts In Decision Making

  Across segments, agencies report elevated uncertainty about the future of the industry. Fewer than half of respondents believe agencies will always be necessary, and many anticipate significant role changes ahead.

  In this environment, agencies describe balancing known data points with judgment-based decisions about where to focus, what to prioritize, and how to adapt, without clear consensus on the right path forward.

While no single approach is presented as definitive, the research surfaces patterns among agencies that report stronger performance and stability.

• Integration Of Strategy Into Engagements

  Higher-performing agencies are more likely to report incorporating strategy into all scopes of work, including tactical engagements. This suggests a reported tendency to blend research-informed thinking with execution rather than separating the two.

  These agencies also report greater satisfaction with the type of work they attract and retain.

• Reported Alignment Between Research And Creative Authority

  Agencies performing better across multiple measures often describe alignment between their research inputs, strategic perspective, and creative judgment. This alignment is reflected in clearer positioning, stronger client relationships, and more consistent confidence in decision making.

• Reflecting On How Agencies Describe This Balance

  The Agency Core 2025 Research highlights that agencies do not describe research and creative judgment as opposing forces. Instead, leaders report navigating a range of inputs shaped by data availability, experience, client context, and uncertainty.

  What emerges is not a single model, but a spectrum of reported approaches. These patterns reflect how agencies see their own decision making today, leaving interpretation and application to individual leaders.