The agency model in the GCC is undergoing one of the most significant transformations. As brands across the region accelerate digital adoption, expand into fast-growing sectors, and demand measurable business impact, the balance between global network agencies and independent specialist agencies is shifting.
Communicate spoke with Nick Walsh, Founder and CEO of Migrate, to understand what this evolution means for the future of the industry, and what agencies must do to stay competitive by 2026.
According to Walsh, the most prominent shift is a clear movement toward specialist independent agencies that bring deep expertise rather than broad generalist capabilities. “Brands in the GCC are no longer looking for one-size-fits-all agencies. They want partners with embedded expertise across strategy, planning, content, and activation—specialists who understand their sector and the local market intimately,” he explains.
This has become especially evident in industries such as entertainment, sports, education, retail, and technology, where rapid growth requires faster problem-solving and culturally grounded thinking.
Network agencies still hold a clear advantage in areas that require global integration, complex multinational campaigns, and large-scale resource allocation. Their scale allows them to manage multi-country launches, leverage global research, and provide 24/7 service across markets, which remains valuable for brands with regional and international footprints.,” Walsh says.
However, by 2026, Walsh expects this advantage to narrow. Independent agencies are entering the region with significant financial investment, international headquarters, proprietary technology, and World-Class depth of expert talent, allowing them to compete on a scale while maintaining the flexibility and responsiveness that brands now demand.
Walsh highlights that independents hold a strong competitive edge in agility, creativity, and cultural relevance. They can pivot quickly, deliver innovative ideas without bureaucratic delays, and create campaigns that feel authentic to local audiences. They are also more approachable and often more invested in the success of individual clients, building stronger strategic partnerships.
Despite their momentum, independent agencies still struggle particularly around infrastructure and market readiness. Many lack local teams, operational systems, or the regional footprint needed to deliver multi-market briefs.
Brands today are looking for more than just creative output or media buying. They want strategic partners who understand the business impact of their campaigns, can advise on growth opportunities, and integrate seamlessly into their operations.
Walsh identifies four major expectations shaping agency relationships today:
- Data-driven insights and measurement of ROI beyond surface-level KPIs.
- Cross-channel integration, particularly blending digital, social, experiential, and e-commerce strategies.
- Operational support and commercial understanding, helping brands navigate markets efficiently.
- Agility and responsiveness, with leaner, more connected teams capable of rapid execution.
This shift has also influenced how brands structure their agency partners. The trend now according to Walsh is toward specialized partners for niche areas, particularly in fast-moving sectors like digital, e-commerce, social content, and experiential marketing. Brands increasingly value expertise and focus over scale, provided that these specialists can integrate seamlessly with other partners or internal teams.
However, identifying the right independent partners in the GCC remains a challenge. “Independent agencies are harder to discover, evaluate, and benchmark compared to networks, which are very visible and established,” Walsh notes. Migrate aims to solve this through initiatives like the Middle East independent agency directory, the Alliance of Independent Agencies, and free roster optimization services for brands.
These efforts make it easier for brands to discover high-quality, sector-specialist agencies and bring fresh thinking to their marketing and communications strategies.
Looking ahead to 2026, Walsh outlines the capabilities agencies must prioritize:
- Specialization with Integration: Agencies will need deep expertise in niche areas, as well as the ability to integrate with other partners, forming flexible networks that can address complex briefs.
- Operational Readiness: Agencies must be market-ready with local teams, infrastructure, and compliance, reducing the friction for brands to engage them.
- Data and Insight-Driven Creativity: Creativity will remain essential, but brands will expect it to be guided by actionable data, predictive insights, and measurable business outcomes.
- Agility and Lean Execution: Agencies should be able to scale teams quickly, leverage technology, and pivot campaigns with speed in response to shifting market dynamics.
- Partnership Mindset: Agencies must shift from a transactional approach to a long-term partnership model that aligns with the brand’s objectives, commercial goals, and growth strategy.
- Ecosystem Participation: Participating in networks like the Alliance of Independent Agencies will be key. Collaboration and connectivity across independent agencies will allow them to compete effectively with larger networks while maintaining the creativity and agility that make them attractive to brands.
For agencies entering the GCC, independents have a unique opportunity to meet these evolving expectations. By focusing on operational readiness, technology integration, and partnership alignment, they can become the preferred partner for brands seeking agility, specialization, and measurable business impact. There is still a significant opportunity for world-class independent expert agencies to enter the market and further establish a middle-of-the-market position.
