The real obstacle to AI in creative agencies isn't tech — it's fear, a consultant says

In the evolving landscape of creative agencies, the integration of artificial intelligence (AI) is proving to be a game-changer. However, many agencies find themselves at a standstill, not due to technological barriers, but because of a psychological hurdle. Jules Love, the founder of Spark AI, a consultancy dedicated to helping creative firms incorporate AI into their operations, emphasizes that the true challenge lies in mindset. Love asserts that adopting AI requires intentional effort and accountability. "It's not something that happens by accident," he stated, urging agency leaders to assign specific responsibilities for AI integration and to allocate time for this initiative, even if it means diverting resources from client work. The agencies that thrive in this new era will treat AI as a fundamental business priority rather than a mere side project. A common pitfall that Love highlights is the implementation of AI tools like ChatGPT or Gemini without appropriate training. He compares untrained teams to individuals faced with a complex Lego set, equipped with countless pieces but lacking clear instructions. The solution, according to Love, is to provide role-specific training that transforms experimentation into effective capabilities. To foster innovation, leaders must create opportunities for structured experimentation, enabling teams to explore new workflows without the pressure of client deadlines. Love cites examples of companies like Lego and Canva, which encourage creative exploration by taking teams off-site or pausing regular work to rethink departmental strategies. "Fear kills innovation faster than bad tools," Love warns. A significant indicator of a problematic culture surrounding AI is when employees feel compelled to conceal their use of AI tools from colleagues. To combat this, he recommends that leaders normalize AI usage, creating an environment where teams can openly share their experimentation, including failures. Empowering individuals within the organization to take ownership of specific AI projects can foster collaboration and lessen the feeling of imposition. Love points out that many creatives mistakenly view AI as a mere search engine, using it for quick queries rather than as a collaborative partner that thrives on context and iterative feedback. He cautions against focusing solely on the speed of production, suggesting that agencies should redefine their pricing models based on outcomes instead of billable hours. As creative processes accelerate, clinging to outdated pricing strategies may lead to commoditization rather than differentiation. Looking ahead to 2026, Love advocates for a shift in perspective: agencies should focus on enhancing their capabilities rather than merely accelerating their output. He envisions a future where agencies that prioritize learning, leadership, and experimentation will stand out, warning that those resistant to change may become perceived as outdated and uncompetitive by 2027.