“Finding this exact skill set might be challenging initially,” Wagman said. “It might make sense to upskill someone internally with an existing foundation or tap into adjacent skill areas and invest in training.”
Other agencies choose to integrate gen AI expertise within existing roles, but having a centralized expert, according to Snyder, lets existing teams focus on their core strengths.
“This combined approach fosters scalability, adaptability and a Momentum-wide culture of responsible innovation,” Snyder told ADWEEK. “While upskilling sessions ensure broad understanding, the dedicated role provides subject matter expertise for the ongoing guidance and infrastructure necessary to leverage gen AI ethically.”
Other agency approaches
Other agencies have their approaches to mitigating risk. Agency holding group WPP—which invested $317 million in its AI efforts this year—established a legal team to oversee AI initiatives at the holding company level, said Oliver Feldwick, head of innovation at WPP agency The&Partnership.
The&Partnership formed a 10-member cross-departmental team in September, the AI Ethics Council, which meets monthly and is tasked with monitoring the responsible implementation of gen AI within the agency, identifying risks and potential pitfalls, Feldwick added.
Elsewhere, Omnicom and Media.Monks have integrated the responsibility of using gen AI ethically within existing roles across all its teams, including legal and creative.
“There’s no AI officer or AI strategist or AI creative,” said Debora den Iseger, senior vice president, head of content and innovation, studios, Media.Monks. “The KPI (key performance indicator) is embedded in the existing roles, therefore, not changing the structure.”
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