In the United Kingdom, WPP, a leading advertising giant, is undergoing a significant restructuring initiative known as Elevate28, which aims to achieve £500 million in savings by the year 2028. This ambitious plan is expected to cost the company around £400 million, leading to further job cuts anticipated by the end of 2026. The restructuring comes in the wake of a substantial reduction in headcount, which has decreased from 108,044 in 2024 to 98,655 by the end of 2025, as reported in WPP's latest filings. Marie-Claire Barker, the chief people officer for performance and culture, has been appointed to oversee the implementation of this new strategy, focusing on enhancing employee performance and increasing the adoption of artificial intelligence (AI) within the organization. Barker emphasizes the importance of changing leadership behavior and fostering a unified culture among WPP's 90,000 employees. She acknowledges the challenges posed by a return-to-office mandate, especially given the backlash from employees who have experienced a series of upheavals in recent years. To address these concerns, Barker highlights the intentional design of WPP's workspaces, aiming to create environments where employees feel comfortable and a sense of belonging. The company is also investing in AI training through its WPP Open platform, which offers various programs tailored to different levels of staff, from entry-level apprenticeships to executive diplomas. As WPP navigates this transformation, Barker is focused on rebuilding trust among employees and ensuring that they understand the reasons behind the changes. Unlike previous restructurings that occurred in isolation within individual agencies, this time the entire company is undergoing a collective transformation. Barker's goal is to measure the company's culture rather than merely describe it, holding leaders accountable for fostering a positive work environment. Regular employee surveys will be conducted, with results tied to client satisfaction data, testing the hypothesis that happier employees lead to happier clients. The most significant challenge Barker faces is shifting the culture of a company that has historically operated as a loose federation of agencies, each with its own identity. To facilitate this change, WPP is creating new internal opportunities for employees to explore different career paths and develop a more rounded skill set. Given the rapid evolution of the advertising industry, Barker recognizes the urgency of making this cultural shift to ensure WPP's long-term success and sustainability.