logo
The advertising industry parties in Cannes, with AI as its new plus-one

The advertising industry parties in Cannes, with AI as its new plus-one

Mint8 hours ago

Tech companies like Spotify annually host parties for clients and business partners at the Cannes Lions advertising festival, where attendees are known for letting loose after dark.
After several years of small experiments with AI and big anxieties over its impact, advertising executives got with the program at this week's Cannes Lions International Festival of Creativity, the ad industry's annual five-day gathering on the French Riviera.
Almost every company that took over a swanky beach club, hosted guests in a villa or bought its staff $5,000 festival passes told an enthusiastic story about artificial intelligence. Raging against the machine was firmly out. Any remaining rank-and-file worries about job losses were mostly voiced far from official events.
'We've moved beyond the promise and the fear to the practical application," said Don McGuire, chief marketing officer at chip maker Qualcomm, adding that the company is saving 2,400 hours a month by using an AI agent-building tool called Writer. 'People are talking about using it in different contexts. It's no longer, 'Well, it could do this, or could do that.' "
Two years ago, at the first Cannes Lions since the debut of ChatGPT announced AI's new potential, ad agency Monks co-founder Wesley ter Haar set up in a small apartment. Cassandra-like, he told visitors that AI was about to upend ad creation and employment. Executives at other companies in Cannes that year described their trials with the technology but emphasized that only humans can develop the emotional insights that steer ad campaigns.
This time the idea of AI-driven industry transformation was mainstream, even if leaders still expressed confidence about humans' continued role.
'Obviously the world of business, and the world at large, is being profoundly disrupted as we speak, and the impact on jobs is already being felt," said Marisa Thalberg, the chief customer and marketing officer at Catalyst Brands, the company formed by the merger of Brooks Brothers-owner SPARC Group and JCPenney. 'My optimism comes from knowing how much creativity is—and will remain—so fundamentally and uniquely human, even if the ways we harness and express it continue to change."
Instagram and Facebook owner Meta Platforms used the festival to unveil a host of new AI-based products designed to help advertisers make ads as quickly and simply as possible, feasibly without the need for an agency. Executives at the company repeatedly said the tools weren't designed to replace agencies, however—just to speed up their work and help smaller businesses that can't afford agencies.
Marketers in Cannes even put concerns such as President Trump's trade war and tightening consumer budgets on the back burner in favor of talking about AI.
'I didn't have one single conversation about tariffs," said Yannick Bolloré, the chairman and chief executive officer of French advertising holding company Havas.
The guest list-only 'cafe" run by Havas on the grounds of the Mondrian Hotel used AI to turn guests into 3-D characters in a movie using only a photo. The company last year said it would invest 400 million euros, or more than $429 million at the time, in AI development over the course of four years, a commitment similar to those made by rival holding companies. Now Bolloré is asking that his staff refer to AI agents as 'teammates."
'Those agents will be fully part of the Havas family," Bolloré said. 'In terms of employees we will find a lot of efficiencies, but our bet is that we will manage more revenue with the same amount of people."
But reality isn't always close at hand during Cannes, a 13,000-person conference where $1,355 magnums of Dom Pérignon are regularly ordered to business tables at lunch, and executives' public displays of affection for AI began to wear thin with some. Lower-ranking attendees darkly joked at post-programming parties that they'd be replaced by their artificial counterparts before the next festival.
And research published Monday raised some red flags for agencies, most of which have been racing to build up their AI arsenal. Agency trade association the 4As and consulting firm Forrester found that although 75% of agencies are using the technology—up from 61% last year—75% of those using it are also funding it directly without passing on the costs to clients, up from 41% in 2024.
'That is deeply concerning," said Jay Pattisall, principal analyst at Forrester, who wrote in the report that 'agencies are backsliding into antiquated commercial models that led to the commoditization and lack of transparency associated with marketing services."
The strongest pushback to the AI overload at Cannes came from the celebrities and social-media content creators who now flood Cannes along with traditional ad players and tech companies. Actors Josh Duhamel, Reese Witherspoon, JB Smoove and others touted their own creative companies but also made a case for the employment of Hollywood talent in the ad industry.
Advertising benefits from emotional connections that actors, directors and scriptwriters know how to provide, Smoove said.
'We're talking about mastering the moment," Smoove said. 'You meet somebody that you haven't seen in years and they tell you a funny joke? AI can't do that."

Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

AI didn't take the job. It changed what the job is.
AI didn't take the job. It changed what the job is.

Mint

time27 minutes ago

  • Mint

AI didn't take the job. It changed what the job is.

Over the past few weeks, I've been on the road. Parbhani, Pune, Chennai, Jaipur. In small-town labs and factory floors, I saw jobs that still exist, but don't look like they used to In Parbhani I met Dr. Chaitanya, who runs a 24-hour diagnostics lab above a heart clinic. He told me he's failed to detect cancer before—not out of neglect, but because he was worn out. Now, when something doesn't feel right, he runs the slide through a machine. It doesn't get distracted. It doesn't get tired. It caught leukaemia in a boy whose report looked normal at first glance. In Jaipur I spent time inside Wipro's factories. I met Chandni—just out of college, far from home—running a CNC machine built for someone twice her size. The platform was raised to fit her. Sensors pause the line if she skips a step. She's not fighting the machine. She's learning to work with it. And then I came back to Bengaluru. Over the weekend, I caught up with a few junior engineers—entry-level coders, recently let go. We sat in a noisy café near HSR, talking about layoffs. Some of their friends—older, with fatter salaries—had been let go, too, from well-known names on Outer Ring Road. Most of them hadn't told their families yet. Someone joked their severance would go into a 'detox trip". But the silence after that said more. Also read | Mary Meeker's AI report: Decoding what it signals for India's tech future I kept thinking about all of it. From Parbhani to Jaipur to Bengaluru, I've seen AI reshape work—but in such unsettling ways. In some places, it keeps people going. In others, it shuts the door. And I've come back with questions I can't truly answer. Who gets to stay in the game? Who gets to rewrite their role? And who just disappears? *** We've spent years asking the wrong question. It's never been just 'Will AI take jobs?" That's the headline version—the one that misses what's actually unfolding on the ground. What I've seen is something slower and harder to name: jobs are shifting shape. The work still exists, but it doesn't look like it used to. Doctors don't just rely on training—they rely on machines to catch what their fatigue might miss. Factory workers aren't lifting metal—they're supervising systems. Engineers aren't writing code—they're managing what the agents spit out. In some places, people are being lifted. In others, pushed out. This isn't about replacement. It's about redefinition. And not everyone is getting the chance to adapt. *** In Parbhani, Dr. Chaitanya isn't trying to be some AI-era pathologist. He just doesn't want to miss a sign of cancer again. He bought the scanner not because anyone sold him a pitch-deck future, but because he was tired. Because late at night, after hours of non-stop samples, the eyes slip. And he knows what that costs. The machine doesn't replace his judgment – it just doesn't lose focus when he does. In Jaipur, Wipro didn't automate Chandni out. They built the floor to fit her. She's running a CNC machine designed for someone taller, stronger—but they raised the platform instead. Her job wasn't taken. It was made possible. She oversees the system now. And when she sends money home, there's no debate anymore about whether girls can handle mechanical work. Also read: Indian companies lag in workforce upskilling amid AI disruption, job cuts And then there's Bengaluru. The coders I met had barely started. A few months in, then gone. Not for bad performance. Just… gone. Their work was handed to tools they weren't trained to supervise. Their seniors—some drawing seven-figure salaries—were asked to leave too. One of them said most of his severance would go into a detox trip. We all laughed. But it didn't feel funny. Same tool. But in Parbhani, it buys time. In Jaipur, it makes the job possible. In Bengaluru, it ends it. **** There's something I've been noticing everywhere lately—in factories, hospitals, GCCs, even small startups. Someone in the room knows how to work with the AI. Not just use it, but shape it. Prompt it right. Catch when it's wrong. That person sets the tone for how work flows. And then there's everyone else. Trying to keep up. Hoping they're not left behind. It's not just a skill gap. It's who gets the confidence to speak up. Who gets the permission to push back when the machine's answer doesn't feel right. Who gets to set the rules for how AI shows up—and who's left cleaning up after it. One founder told me straight: 'We're not hiring another ops exec. We're hiring someone to manage the agents." The job still exists. It just looks different now. And the person who knows how to talk to the machine gets to decide how everyone else works around it. That's the shift I can't ignore. It's not about mass layoffs. It's about brutal sidelining. Not fired. Still on payroll. But it is no longer in the loop. *** I keep coming back to something Andy Grove once said. Intel was stuck in the memory chip business, losing ground fast. Grove turned to CEO Gordon Moore and asked, 'If we were fired, and the board brought in someone new, what do you think they'd do?" Moore said, 'They'd get us out of memories." Grove paused, then said, 'Then why don't we walk out the door, come back in, and do it ourselves?" And that's what they did. They walked back in and changed the company. Also read: Microsoft envisions a web driven by AI agents. What will it look like? What stayed with me wasn't the decision itself—it was the mindset. They gave themselves permission to reset. Same chairs. Same table. Just a different way of thinking. Most people I meet don't get to do that. In every workplace I've visited lately—factories, hospitals, GCCs—there's always someone who gets to reframe the game. The person who speaks up, shapes the tool, sets the tone. Everyone else is just trying to stay in the room. Or figuring out the exit. *** I asked Dr. Chaitanya if he ever worries AI will take over his work. He didn't hesitate. 'I just don't want to miss what matters," he said. 'Let the machine help with the rest." Chandni said the same thing, in different words. 'If it helps us do the work better, why fear it?" Neither of them were trying to protect their turf. They just wanted the tools to hold up when it counted. When they're tired. When something's easy to miss. When a mistake can't be undone. They weren't talking about AI as a threat. They weren't talking about it as the future. They were talking about the work—what it asks of them, what it gives back, and what they still want to hold on to. ***** So yes, people will need to learn. New tools, new ways of working, new habits. That's always been part of work. But before any of that, they need a little space to figure things out. To ask questions without sounding slow. To try, to fumble, to not know right away—and not be punished for it. Because the bigger risk isn't that AI takes your job. Also read: Why AI is central to the new browser wars It's that you're still in the role, still showing up every day—but slowly pushed out of the decisions. Not because you can't contribute. But because no one gave you the chance to learn how. And by the time you notice what's changed, the work has already moved on—without your voice in the room. Pankaj Mishra is a journalist and co-founder of FactorDaily. He has spent over two decades reporting on technology, startups, and work in India with a focus on the people and places often left out of the spotlight.

How Bill Gates and Melinda Gates reacted 'very differently' when their daughter announced her startup
How Bill Gates and Melinda Gates reacted 'very differently' when their daughter announced her startup

Time of India

time38 minutes ago

  • Time of India

How Bill Gates and Melinda Gates reacted 'very differently' when their daughter announced her startup

Microsoft co-founder Bill Gates ' daughter Phoebe Gates launched an ecommerce app earlier this year. Phoebe co-founded the e-commerce app Phia with her former Stanford roommate Sophia Kianni. The platform uses AI to help users compare prices of new and second-hand products across more than 40,000 websites. A web browser/app, Phia aims to be the of fashion, offering an instant price comparison from thousands of e-commerce sites for any item, new or used. Phoebe Gates is the youngest child of Bill Gates and his ex-wife, Melinda French Gates. When she told her father that she and Ms. Kianni wanted to get into the e-commerce space, his reaction, he said, was 'Wow, a lot of people have tried, and there's some big guys in there.' However, he was reportedly worried she might ask for money. In an interview published by the New York Times, soon after Phia's web browser and app went live, Gates said: 'I thought, 'Oh boy, she's going to come and ask.' 'I would have kept her on a short leash and be doing business reviews, which I would have found tricky,' the businessman explained of his hesitance. 'And I probably would have been overly nice but wondered if it was the right thing to do.' by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like Memperdagangkan CFD Emas dengan salah satu spread terendah? IC Markets Mendaftar Undo Bill Gates: Phoebe is the most different than I am Her mother Melinda Gates , who Phoebe calls her 'rock,' told her she had to raise the capital on her own. 'She saw it as a real opportunity for me to, like, learn and fail,' she said. Talking further about Phoebe, Gates said that among all her children, she is 'the most different than I am". "Because she's so good with people. When we would go on family vacations, we would find some part of the beach to just be off on our own, and Phoebe would go down the beach and meet people and bring them back to introduce them to us,' Gates explained. AI Masterclass for Students. Upskill Young Ones Today!– Join Now

Why Indian MSMEs must prioritise digital maturity for growth
Why Indian MSMEs must prioritise digital maturity for growth

Hindustan Times

timean hour ago

  • Hindustan Times

Why Indian MSMEs must prioritise digital maturity for growth

India's long-term economic vision rests on sustaining a high-growth momentum. A World Bank analysis indicates that India's economy must expand at an average annual rate of 7.8% over the next two decades to achieve high-income status by 2047. The fulcrum of this growth is its 63 million micro, small, and medium enterprises (MSMEs), which make up nearly 30% of GDP and drive 50% of exports. Yet, their potential remains underutilised. The sector remains bifurcated between those leveraging digital infrastructure to scale and compete globally and those falling behind in an increasingly tech-driven marketplace. Digital growth (Representational image) Only 12% of MSMEs use digital tools for strategic decision-making, while most face capital shortages, policy unawareness, and skill gaps. This directly impacts India's growth prospects as these firms operate at lower productivity, struggle with financing, and remain locked out of high-margin, global value chains. While in clear contrast, firms that have embraced digital transformation report sales growth of up to 80%, productivity gains of 40% and greater resilience against economic downturns. The question thus arises: how can India bridge the digital divide for its MSMEs as they seek to integrate into global markets? Globally industrialised economies are putting a pertinent focus on their MSMEs to go digital; Singapore's Productivity Solutions Grant (PSG) covers up to 50% of digital adoption costs for SMEs. Similarly, its SMEs Go Digital initiative offers subsidised access to Artificial Intelligence (AI)-driven tools and training. South Korea raised research and development (R&D) support for strategic technologies from 38% to 50%. Meanwhile, China has aggressively digitised its SME sector through its e-commerce policies, expanding global trade among SMEs by 68%. These examples underscore how digitisation enhances operational scale, cross-border competitiveness, and long-term cost-efficiency. In India, digitally mature MSMEs report a 65% increase in turnover, with 54% seeing higher profits. A Google-KPMG study shows digitally enabled businesses grow at twice the rate of offline firms. More importantly, digitisation reduces overheads, optimises inventory and logistics, improves visibility into customer data, and shortens sales cycles—driving both revenue and resilience. Digital platforms facilitate access to credit, and fintech-backed loans help MSMEs with working capital. Yet, despite these demonstrable benefits, only 57% of small businesses view AI as an opportunity, and fewer have the skills to implement it effectively. Digital platforms reduce paperwork, lower credit processing time, and help MSMEs comply with tax and regulatory norms. Despite the clear value in cost savings, faster turnaround, improved compliance, and expanded customer outreach, structural barriers persist. Cost remains the most cited deterrent to digital adoption, as 30% of MSMEs report high infrastructure costs as a limiting factor, while another 36% cite resistance to adopting new technology. The larger issue is workforce inertia—India's MSME sector has a digital skills deficit, making the transition to technology-driven operations slower. A study by NASSCOM and Meta shows that 65% MSMEs don't adopt technology due to a lack of skills and limited awareness about available tools and resources and an absence of structured support systems that could mentor them. Cybersecurity risks affect 40% of MSMEs, exposing them to fraud and financial threats. Meanwhile, policy awareness remains low—despite multiple government-led digitisation incentives and support. The result is a sector struggling to keep pace in an economy that is increasingly dictated by digital efficiencies. The structural shift required to bridge India's digital divide will demand coordinated intervention. India must implement targeted credit instruments that focus on digital upgradation for these MSMEs and reduce their technological costs, the government is already working towards it with TEAM (Trade Enablement & Marketing Scheme) and Technology Upgradation Schemes. However, to bridge the skill gaps the government should leverage their partnerships with private firms to provide structured training and hands-on tech support. Further the government can absorb ex-practitioners and industry experts in their business facilitation hubs, where MSMEs can receive customized, sector-specific guidance from former entrepreneurs, technology specialists, and financial advisors. Cybersecurity frameworks and awareness campaigns around existing digitalisation incentives must be amplified to bridge the policy communication gap. India's economic future is inextricably tied to the digital evolution of its MSME sector. Those embracing digital transformation will lead India's next wave of economic expansion. The need for proactive, policy-driven intervention has never been more urgent. This article is authored by Anup Wadhawan, former commerce secretary, Government of India and Arvind Singh, founder & chief executive officer, Quest OntheFRONTIER.

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into a world of global content with local flavor? Download Daily8 app today from your preferred app store and start exploring.
app-storeplay-store