Tax authorities have announced stricter supervision of 'disguised self-employment' with criteria that may put many of freelancers currently used by in-house agencies into employee status, triggering a looming threat of legal and tax burden in back payments and back-taxes.

Industry reports on state of in-house creative teams and in-house agencies highlight problems of increasing work demand, challenges of creative resourcing, limitations to growth in terms of FTE hiring but also inability of creatives to devote themselves to actual creative work.

Benefits of global branding can be offset by complexity costs of organisational structure and its misalignment

World of perpetuating fragmenting environment of digital brand touch-points creates an organisational challenge and operational nightmare for global brand organisations undermining the very foundation of global brands - brand consistency

World of perpetuating fragmenting environment of digital brand touch-points creates an organisational challenge and operational nightmare for global brand organisations undermining the very foundation of global brands - brand consistency

Most of global brand headquarters fall short of their corporate role of Scale Economiser and fail to provide a process-oriented global branding executional architecture

Particular interplay between (1) global brand as a marketing strategy, (2) global-to-local execution, (3) global organisation with a (4) matrix organisational model, and (5) technology unsupported brand function global operating model create a global brand campaign execution architecture that is designed for waste

The "Spray and Pray" approach - traditional way of emailing PDF versions of global brand creative direction sets the stage for everything that might happen afterwards.

With incomplete, late or non-exhaustive brand creative directives, faced with a tight window of market opportunities and steep performance expectations, country level marketeers will often act on their own, risking the global brand equity.