The pair succeeds Kosuke Kataoka, who is returning to Hakuhodo Japan after 16 years in India to take on new global responsibilities.

Banerjee, also known as Banjo, brings more than three decades of experience spanning India and the Middle East. 

Having spent years within the Hakuhodo network, he has helped shape the group’s strategy, human-centric design capabilities, and award-winning work across its India operations.

His appointment underscores Hakuhodo India’s commitment to its Sei-katsu-sha philosophy, which places people’s everyday lives and behaviours at the centre of marketing and innovation.

Meanwhile, Takahashi brings extensive expertise in corporate strategy and cross-border business integration gained throughout his career in Japan. 

He has been recognised for advancing innovative approaches that help brands strengthen customer connections and drive growth.

Together, the new leaders will focus on accelerating the agency’s momentum by combining strategic thinking, creativity, technology, and global expertise.

Under Kataoka’s leadership, Hakuhodo India expanded its footprint, strengthened its integrated-services offering, and bolstered its reputation for delivering creative and data-driven marketing solutions.

“Over the past years, we have strengthened our portfolio, our teams, and our client relationships in India,” said Kataoka. “With Jayanto and Naoto leading the business together, I am confident that Hakuhodo India will continue to grow, innovate, and deliver even greater value to our clients.”

Banerjee said India remains one of the world’s most dynamic markets and highlighted plans to deepen the agency’s integrated capabilities.

“Along with Naoto-san, our goal is to sharpen our integrated-services model, deepen our strategic and creative capabilities, and position Hakuhodo India as the preferred partner for growth-driven brands,” he said.

Takahashi added that blending Hakuhodo’s global perspective with local expertise would be key to the agency’s future.

“Blending Hakuhodo’s global insights with India’s local expertise, we will deliver smarter, more connected solutions for our clients,” he said. “Above all, we are committed to driving client business success, while reinforcing our foundational principles: the ‘Sei-katsu-sha Centric Mindset’ and ‘Partner Approach’.”

Founded in India in 2000, Hakuhodo India Group today comprises more than 1,700 employees across 10 group companies and 11 offices, offering services spanning creative, digital, experiential, content, consulting, and AI-powered marketing solutions.

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The appointments see Sushant Vithaldas join as Head of Creator Marketing for India, based in Mumbai, while Vimlarithan (Rithan) Vijaya takes on the role of Creator Marketing Leader for Southeast Asia, based in Malaysia.

The hires come shortly after Edelman named Kenny Gold as its first Global Chief Creator Officer, signalling the firm’s continued investment in creator marketing as a key component of its integrated communications offering.

In their new roles, Vithaldas and Vijaya will work across social, paid, performance and earned media disciplines to develop creator-led campaigns designed to drive cultural relevance and business impact for clients across Asia Pacific.

The expansion reflects a broader shift in consumer behaviour, with audiences increasingly turning to creators as trusted sources of information and influence. 

According to Edelman, growing client demand across APAC has accelerated the need for creator strategies tailored to local cultures and communities.

“At the core of our creator offering is the idea of the ‘Trusted Creator’. In an era where audiences increasingly turn to people and communities they trust, Edelman is uniquely positioned to help brands navigate and deliver in this environment,” said Kenny Gold, Global Chief Creator Officer at Edelman.

“With Sushant and Rithan, we’re adding deep market expertise that strengthens our ability to promote and protect our clients through engaging, earned-led storytelling—partnering with the most impactful voices across these markets,” he added.

Meanwhile, Rakesh Thukral, CEO of Asia Pacific at Edelman, said creators have become an essential part of how brands build influence and engagement across the region.

“Today, no organisation – whether B2B or B2C – can effectively connect with its audiences without creator partnerships in the mix,” Thukral said. “These appointments reflect how we are evolving our business to help clients meet that reality.”

Vithaldas brings more than 20 years of experience spanning marketing, digital, content and brand communications. Prior to joining Edelman, he led revenue growth and strategic brand partnerships at Collective Artists Network and previously held leadership roles at Schbang, Landmark Group, Dell and Apple in India.

“The creator economy is creating new opportunities for brands to engage audiences through culture, community and storytelling,” said Vithaldas. “Edelman’s strength at the intersection of earned, integrated communications and trust makes it uniquely positioned to help clients build impactful creator-led programmes.”

Meanwhile, Vijaya joins from Monks, where he led creator strategy for regional and global campaigns involving brands such as Vaseline and Google. He also previously worked at Astro and Rocketfuel Entertainment, helping to build creator ecosystems across Southeast Asia.

“In Southeast Asia, where audiences are incredibly diverse, success depends on understanding what people genuinely value and trust,” Vijaya said. “There is a strong opportunity to build creator programmes that are not just visible, but credible, meaningful and enduring.”

The appointments underscore Edelman’s broader push to strengthen its creator marketing proposition globally as brands increasingly seek trusted voices to drive engagement and influence consumer decisions.

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Developed with creative and content partner WondrLab India, the campaign centres on a 10-episode series that moves away from traditional awareness campaigns and instead focuses on honest, human conversations. 

Rather than framing cancer as a battle to be won, the campaign encourages a more compassionate dialogue centred on care, resilience, and shared experiences.

‘Voice of Courage’ brings together a diverse range of voices, including healthcare professionals, researchers, a cancer survivor and filmmaker Amole Gupte, with each episode exploring a different aspect of the cancer journey from prevention and early diagnosis to treatment, recovery, and the stories that shape public perceptions of the disease.

A key objective of the campaign is to challenge the long-standing use of military language such as “fight,” “battle,” and “warrior” in cancer communication, with ‘Voice of Courage’ instead promoting the belief that courage is often found in everyday acts of support, care, and companionship: “Courage isn’t loud. It’s what we carry, together.”

Speaking on the launch, Dr. (Prof.) Shailesh V. Shrikhande, Chief Executive at Tata Cancer Care Foundation, said “Cancer care is ultimately human care, delivered by doctors, nurses, families and communities to people who often meet the word ‘cancer’ with fear. Voice of Courage is an attempt to replace that fear with clarity.”

“Across these episodes, listeners will hear from surgeons, pathologists, a cancer warrior and a storyteller on what truly changes outcomes: prevention, early detection, timely diagnosis and care that reaches people where they live. If these conversations encourage even one family to seek a timely check-up or a second opinion, the series has served its purpose,” added Shrikhande.

Hemant Shringy, Chief Creative Officer & Managing Partner at WondrLab India said, “Our job as creative and content partner was to build a format quiet enough to let those voices carry, and contemporary enough to take them well beyond hospital walls. And when cancer care has such a long way, it’s about time the conversations around it did the same.” 

The podcast also highlights the Foundation’s wider efforts to make quality cancer care more accessible through its Distributed Cancer Care Model, which connects specialist cancer centres with regional healthcare networks across several Indian states to bring treatment closer to patients.

New episodes are released every Friday on YouTube and Spotify, with shorter content distributed across LinkedIn, X and Instagram to extend the campaign’s reach and encourage wider public engagement around cancer care.

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Released as a digital film, the campaign centres on the idea that meaningful memories are often created through everyday moments spent together rather than grand celebrations. 

Through the story of a father and son, the campaign highlights how shopping, dining and entertainment can become opportunities for families to connect.

The film follows the pair as they spend the day exploring Sky City Mall, capturing moments of laughter, conversation and quality time. Instead of focusing on Father’s Day gifts, the campaign encourages audiences to value shared experiences and the lasting memories they create.

Beyond celebrating fatherhood, the campaign reflects a broader shift in retail marketing, positioning malls as lifestyle destinations where people gather not only to shop, but also to celebrate milestones, spend time together and build meaningful connections.

For Sky City Mall and Oberoi Realty, the campaign supports the growing emphasis on experience-led retail by showcasing how physical destinations can become part of consumers’ everyday lives and special occasions alike.

Speaking on the campaign, Sarina Menezes, Senior Vice President for Marketing and Corporate Communications at Oberoi Realty, shared, “Through this Father’s Day film, we wanted to celebrate the special bond between fathers and their children while showcasing how our retail destinations bring people together through shopping, dining, entertainment and shared moments.”

“The campaign reflects our commitment to creating vibrant spaces that foster connection and become part of our consumers’ most meaningful occasions,” added Menezes. 

The Father’s Day film has been released across Oberoi Realty and Sky City Mall’s digital platforms, extending the campaign through online channels while reinforcing the brands’ commitment to creating spaces that bring communities and families together.

With its latest campaign, Sky City Mall continues to position itself as more than a retail destination, demonstrating how shared experiences can strengthen emotional connections between both families and brands.

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Created in partnership with Talented and WPP Productions, the campaign centres on two films featuring actors Anushka Sen and Taaruk Raina, with both films built around a familiar consumer experience: the moment a pimple appears, everyone suddenly becomes a skincare expert.

One film transforms self-appointed advisors into lab-coat-wearing “scientists,” poking fun at the way authority is often performed online despite a lack of expertise. The second film reimagines these voices as parrots, endlessly repeating skincare tips, miracle ingredients and viral advice picked up from social media content.

Through the creative approach, the campaign highlights how misinformation can quickly gain credibility when repeated often enough, regardless of whether it is backed by science, using exaggerated characters and relatable situations in the films to reflect the confusion many consumers face when navigating skincare information online.

Rather than focusing solely on product benefits, the campaign is designed to connect with audiences through a shared frustration. By acknowledging the overwhelming amount of conflicting skincare advice consumers encounter every day, Alite aims to position itself as a more credible voice in a category often dominated by trends and speculation.

Sidhant Gupta, Director at Leeford Healthcare Ltd., said, “This campaign is our way of standing with every person who has been confused, misled, or overwhelmed by the flood of unsolicited advice that comes the moment a pimple appears.”

“We wanted to speak plainly, and with some humour, because the truth is – the science exists. You just have to trust the right source,” added Gupta. 

Ruhin Chatterjee, Strategy at Talented, shared, “Category conversations have skewed how science is presented to our audience and how they process it. Science has just been co-opted as table-stakes vocabulary, in an echo chamber that is trying to make popular and trending ingredients synonymous with what is effective.”

“That created the room to separate the ‘kuch bhi science’ from what’s scientifically proven in Alite. It also gave us the chance to creatively empathise with how overwhelmed our audience is by the relentless performative expertise that surrounds them,” added Chatterjee.

The campaign is now rolling out across digital platforms, with the films designed to encourage sharing, discussion and engagement among audiences increasingly exposed to skincare content across social media.

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Built around the idea of “bottles so good, you drink more than you should,” the campaign introduces a playful and exaggerated world where stylish hydration has become a cultural obsession, exploring through humour and striking visuals on how everyday objects can become extensions of personal identity and lifestyle.

At the heart of the campaign is a 48-second film set in a colourful street, where people from different backgrounds gather while proudly carrying their favourite Nestasia Sippers, imagining a world inspired by the colours and personalities associated with the bottles where hydration trends influence everything from fashion choices to social behaviour.

The campaign features an eclectic cast of characters, including a gym enthusiast, a fashionable grandmother, a monk, a police officer and even a thief, all united by their devotion to their preferred hydration companion.

In one playful scene, traditionally dressed women swap their classic water pots for modern tumblers, reflecting how changing consumer habits are becoming part of everyday culture.

By showcasing people across different age groups and lifestyles, the campaign highlights how design, individuality and personal expression can turn a simple wellness habit into something more engaging and enjoyable.

“People don’t struggle to drink water because they don’t know it’s important. They struggle because hydration isn’t naturally integrated into their lifestyle. When an everyday object becomes beautiful, personal, and expressive, people interact with it more often,” explained Aditi Agrawal, Co-Founder at Nestasia. 

“We are incredibly proud that our diverse range of bottles is not only beautifully designed but also Made in India and BIS Certified, ensuring uncompromised quality,” added Agrawal. 

Beyond the campaign film, the initiative is being amplified through Nestasia’s social media channels, supported by digital advertising across Google, Meta, and Amazon, forming part of the brand’s broader efforts to strengthen its presence within India’s home, kitchen and lifestyle market while building deeper cultural relevance with consumers.

Through its colourful storytelling and lifestyle-driven approach, Nestasia aims to make hydration feel less like an obligation and more like a daily ritual people can embrace as part of their personal style.

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The figure falls sharply to 30% in Japan, compared with 74% in India, underscoring significant market-level disparities in workforce preparedness. Leadership teams, by contrast, report high confidence in their organisations’ AI readiness. That divergence is where transformation risk accumulates, and the research puts a financial cost to it.

The findings come from The Hidden Number: The Economic Value of Culture and Capability, a new report published by workforce-readiness solutions provider Cornerstone OnDemand, drawing on surveys of 1,297 HR leaders and 2,435 employees across Australia, New Zealand, India, Indonesia, Singapore, Japan, South Korea and the Philippines.

The report is built around Cornerstone’s Culture and Capability Index, a measurement framework that assesses organisational performance on a scale of 0 to 100 across six workforce areas: skills visibility, learning, career mobility, culture and trust, leadership, and AI and workforce planning. Scores are drawn from parallel surveys of HR leaders and employees, enabling comparisons between leadership perceptions and workforce experience on the ground.

The scale of the AI readiness gap across APJ

Across the region, AI readiness shows the largest HR leader–employee gap. HR leaders are highly confident that their organisations can integrate AI and automation, while employees across APJ do not feel prepared for these changes. This limits organisations’ ability to anticipate talent needs, optimise workforce allocation and translate capability into productivity at scale, constraining the full realisation of economic value.

As mentioned above, just 52% of employees across APJ feel equipped to adapt to AI and automation, with wide variation across markets: from 74% in India to 30% in Japan. Readiness is also higher among younger employees than older cohorts, 59% versus 36%, and varies significantly by industry, with 69% of employees in IT and telecommunications feeling prepared compared with 31% in retail.

The AI blind spot is the region’s most significant transformation risk and a critical execution challenge for CIOs and business leaders.

Workforce capability is not experienced uniformly across generations. Based on employee-reported scores, a clear pattern emerges across APJ: capability experiences are strongest among younger cohorts and decline through mid- to late-career stages.

While Gen X records the lowest level of capability experience overall at 63.2, Baby Boomers follow closely at 62.3, indicating that the challenge extends beyond a single generation. In contrast, Millennials at 67.9 and Gen Z at 67.5 report consistently stronger capability experiences across most areas.

The decline is most visible in areas critical to transformation and execution. On AI and workforce planning, Gen X scores 54.4 and Baby Boomers 44.2. On Leadership and Change Capability, Gen X scores 60.5. On Culture, Engagement and Trust, Gen X scores 64.0, below younger cohorts. On skills visibility, scores decline from 71.7 among Gen Z to 65.5 for Gen X and 64.9 for Baby Boomers.

The gap is largest at precisely the career stages carrying the most execution responsibility. Mid-career and senior employees, the cohorts translating AI strategy into daily practice and managing teams through change, are the least supported by current capability systems.

Skills development confidence follows a similar pattern. While 65% of employees across APJ believe their organisation is helping them build skills for the future, confidence drops sharply in some markets, including 39% in Japan. The same pattern appears across generations, with higher confidence among Gen Z than older cohorts, 75% versus 60%.

Why the confidence gap is a financial problem for brands

Across all APJ markets, HR leaders rate overall capability more than 15 points higher than employees. This indicates that capability systems may be well-designed but not consistently delivered or experienced across the workforce. That gap between intent and reality is where performance risk sits.

High-confidence markets such as India and Indonesia report strong capability but large gaps with employee experience. Mid-band markets such as Australia and Singapore show solid foundations but uneven execution. Lower-confidence markets such as Japan report lower overall capability but closer alignment between leader and employee assessments.

Capability appears strongest in areas such as learning activation and skills visibility. However, it weakens significantly in Leadership and Change Capability, Culture, Engagement and Trust, and AI and Workforce Planning. This suggests organisations are better at designing capability than activating it at scale.

These capability gaps translate directly into workforce outcomes: higher attrition, increased absenteeism, slower hiring cycles and reduced productivity. This is where the hidden number emerges, the cost of workforce capability gaps embedded within everyday operations.

“Workforce capability is not experienced uniformly across markets, generations, roles and industries, which means a one-size-fits-all approach to workforce strategy is inefficient. Organisations that take a more targeted approach to capability building are better positioned to allocate investment where it drives the greatest economic return, address the most critical gaps, and accelerate impact across workforce outcomes,” said Brenton Smith, Vice President, Asia-Pacific & Japan, Cornerstone OnDemand.

“In particular, gaps across key workforce segments, including mid-career talent and leadership layers, represent high-leverage opportunities for capability investment.”

“The AI readiness gap will not close through technology deployment alone. It closes when the workforce conditions supporting adoption, trust, leadership credibility and relevant learning are in place at the levels where execution actually happens.”

The full findings, including market-by-market AI readiness scores, generational breakdowns, and practical steps for closing the confidence gap between leadership ambition and workforce experience, are available in The Hidden Number: The Economic Value of Culture and Capability. 

Organisations can also benchmark their own capability score and estimate their economic opportunity using the Culture and Capability Index Calculator.

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Titled ‘Trusted by India,’ the campaign focuses on the emotional connections and experiences that have helped Samsung earn the confidence of consumers over time.

At the centre of the campaign is an anthem film titled, ‘Humne India ka Bharosa Kamaya Hai’ (We Have Earned India’s Trust), highlighting how trust is built through everyday interactions rather than grand statements.

Through a series of relatable moments such as a video call that made distance disappear, a nervous text on the first day of work, a laugh shared over chai and endless reels — the film showcases the role technology plays in helping people stay connected, navigate milestones and share meaningful experiences.

The film also takes viewers on a visual journey across India, from the lakes of Kashmir to the backwaters of Kerala, illustrating how Samsung has become part of everyday life in communities across the country, and positioning the Galaxy A Series as a trusted companion that has supported consumers through countless moments.  

According to Cheil India,  the campaign is rooted in the belief that trust is accumulated quietly over the years through consistency and reliability, meaning that rather than focusing on specifications, the creative work centres on the human stories that have contributed to Samsung’s place across India. 

“To mark this big milestone, we looked back at the little moments that got us here. The smiles. The bonds. The tears. The memories. One way to look at this film is as a love letter to the millions of people who made us a part of their lives,” shared Kaushik Datta, Sr. Executive Creative Director at Cheil India. 

Sharing his thoughts on the campaign, Shirish Agarwal, Head of Marketing in MX Business at Samsung India said, “The ‘Trusted by India’ campaign stems directly from that mission, celebrating the incredible trust and emotional bond our consumers have built with us over the years.” 

“We are thrilled to bring this campaign to life in a way that feels authentic, human, and proud of its cultural roots,” added Agarwal. 

Through the ‘Trusted by India’ campaign, Cheil India aims to reinforce the emotional foundations of Samsung’s relationship with consumers, demonstrating how trust remains one of the brand’s most valuable assets in an increasingly competitive market.

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With over two decades of experience across media, entertainment, education and digital platforms, Modi joins from Omnicom Media Group. She has held leadership roles spanning content-led businesses, with expertise in managing multi-crore P&Ls, building IP-driven revenue models, and developing strategic brand partnerships.

Her career includes scaling OTT and branded content ventures, launching global digital platforms, founding an award-winning entertainment business, and working with Fortune 500 brands across multiple markets. She has also focused on portfolio optimisation and market expansion, strengthening revenue performance across content-driven businesses.

Commenting on her appointment, Modi said, “I’m thrilled to join Havas Play India and contribute to a team known for its creative prowess, innovative IPs, and strategic depth. Havas Play’s position at the intersection of sport, entertainment, content, community and culture offers exactly the kind of platform needed to push the boundaries of truly engaging brand experiences.”

She continues, “For me, what is particularly exciting is the integrated Havas Village model that brings together all expertise seamlessly to foster collaboration and create integrated business solutions with real impact. The opportunity to harness this collective ambition to drive growth is incredibly exciting, and I look forward to working with the talented team at Havas Play India to create work that is both effective and enduring for our clients.”

The new team structure at Havas Play brings together an integrated leadership model across key verticals to drive scale and specialisation. At the helm, Modi will oversee the overall vision and operations of the network.

The Content & Entertainment pillar will continue to be anchored by Prachi Narayan, Managing Partner, Havas Play, driving content development and partnerships. The Sports vertical will be led by Uditvanu Das, AVP, supported by a team managing sponsorships and alliances. The Social practice will be driven by Kapil Nair Sr. VP – Head of Social, Digital Content & Strategy at Pivotroots (A Havas Company). The Growth function will be led by Shruti Rajkumar, AVP – Partnerships, ensuring alignment with broader business expansion priorities. The Sales function will be headed by Debojit Banerjee, Business Manager, Sales, supported by an expanding regional team to accelerate growth across key markets.

Modi will report to Mohit Joshi, CEO, Havas Media Network India, and will be based in Mumbai. The four verticals under Havas Play India—Content, Entertainment, Sports and Social—will report into her. She will also collaborate closely with leaders across Havas Media Network India.

“We’re thrilled to welcome Tabassum to the Havas Media Network India family. Havas Play is at a particularly exciting inflection point as we continue to expand our footprint across sports, entertainment, culture, and content through new partnerships, capabilities, and experiences,” Mohit said. 

“Guided by our new business vision – ‘Growth, Powered by Desire’, Tabassum’s unparalleled experience in content strategy and P&L management will be instrumental in strengthening our expertise further. Her proven ability to scale businesses across the entertainment and digital ecosystem will accelerate our ambition to craft desirability for brands through culture-led, high-impact experiences,” he added. 

Havas Media Network India said the structure is designed to strengthen its integrated, culture-first offering and accelerate delivery of end-to-end brand experiences. Uday Mohan will continue to lead the core business as Chief Operating Officer of Havas Media India.

“With the introduction of this new, future-ready leadership structure, we’re building a strong, integrated team that positions Havas Play for its next phase of accelerated growth and innovation. Tabassum’s vision aligns perfectly with where Havas Play is headed and the kind of standout solutions we aim to deliver for our clients. I thank Uday for laying a strong, growth-ready foundation during the interim period that has set Havas Play up for this next chapter of growth,” Mohit concluded. 

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Conceptualised by Talented, the campaign addresses a growing cultural challenge in Tamil Nadu: while the 2,000-year-old Thirukkural – a legendary collection of 1,330 everyday life guides by poet-philosopher Thiruvalluvar – is visible everywhere from schoolbooks to temple walls, today’s children rarely interact with it beyond rote memorisation for exams.

To make the 2,000-year-old text more interactive and relevant, Britannia Milk Bikis is using its massive retail and marketing footprint to change that, turning a daily snack into an interactive and collectible learning experience. 

As part of a special-edition pack, selected Milk Bikis biscuits now feature individual Thirukkural words printed directly on them, which can be pieced together to form complete Kurals centred around themes such as friendship, learning and perseverance. 

By bringing the ancient text onto a product that children interact with every day, the campaign aims to make learning feel more engaging, playful and rewarding.

Beyond the packaging, the campaign experience extends to a dedicated microsite where children and parents can piece together discovered Kural words, complete verses and win hourly prizes, blending education, gamification and cultural storytelling into a single interactive experience. 

“As a brand that shares a deep connection with Tamil Nadu, Britannia Milk Bikis wanted to play its part in helping children discover and learn Thirukkural in a way that feels fun and engaging to them,” said Siddharth Gupta, Vice President of Marketing at Britannia. 

“We hope this initiative sparks curiosity and creates more opportunities for younger generations to interact with the timeless wisdom of Thirukkural,” added Gupta. 

“With this campaign, we’re trying to showcase the relevance of Kurals for the new generation. Now we have a 2,000-year-old-life coach in a biscuit,” shared Ria Sharma, Brand Strategy at Talented. 

The ‘Thirukkural Challenge’ campaign will be supported through film, social media, outdoor advertising and school partnerships across Tamil Nadu, alongside collaborations with educators, cultural advocates and community voices.

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