Exclusive contribution for The Executive Magazine by by Caroline Hodson, Managing Director and Founder of WoolfHodson

Marketing is navigating a landscape of flux. The changes that we have seen over the last few years have been nothing short of seismic, opening big questions that can no longer be ignored.

One of the challenges is the CMO’s accountability for revenue – both direct and indirect. At the same time, buyer groups are growing more complex, decision-making is becoming increasingly fragmented, and technology now plays a central role in shaping and executing marketing strategies. With rising expectations for operational efficiency and effectiveness, the pressure to deliver measurable business impact has never been greater.

In addition, customers now expect hyper-personalised, real-time experiences by default – and delivering on this expectation requires data. Robust, reliable data that is both accessible and usable.

Marketing leaders are under intense pressure and for CEOs this means confronting critical questions head-on.

So, what are the big questions as we see them?

1. Is our marketing investment driving real business growth?

Let’s start with the big one: Economic uncertainty continues to put pressure on budgets, and marketing is often one of the first areas to face cuts. Yet, despite tighter resources, the expectation for marketing to drive growth remains unchanged.

So, what’s the best way to ensure that marketing investments are justified – and, more importantly, that they deliver real business impact?

The answer is evidence. For CMOs, that means one thing: attribution. 

Attribution has long been considered the holy grail for marketers. But it’s no longer enough for this to be an aspirational goal. It needs to become reality.

The key is ensuring that every marketing initiative is clearly linked to measurable business outcomes. This requires seamless integration between marketing technologies, a precise approach to data capture, and a commitment to focusing on the insights that matter most.

One of the main barriers remains complexity. Too often, marketing teams get lost in trying to measure everything rather than focusing on impact. A “majority rule” approach enables to start capturing meaningful insights, build confidence to predict returns, and create a stronger case for ongoing investment.

It won’t be perfect from day one, but waiting for perfection isn’t an option. With advanced automation driving innovation processes, solutions are now possible so the time to start is now.

2. Why does our marketing data continue to be challenging and a blocker for progress?

There are inherent data challenges in every business. The question isn’t just whether marketing has data – it’s whether that data is reliable, actionable, and directly contributing to business growth. We are all clear that without a strong data foundation, organisations risk falling behind, but marketing leaders need to resolve these challenges rather than continue to point to them.

There are two key reasons this is a top priority.

Firstly, delivering a relevant customer experience, and then evidencing marketing’s impact and influence, depends on data. From segmentation and audience targeting to personalised customer experiences and revenue attribution, every strategic marketing decision relies on high-quality data.

Secondly, AI. While AI may still be largely in the hands of developers, its ability to drive marketing efficiency and effectiveness is rapidly advancing. However, AI is only as good as the data it’s trained on – it’s impossible to harness its potential without the right data.  

Too often, marketing teams are working with fragmented, outdated, or incomplete datasets. They operate on partial views of the customer, but in a world where customers expect timely and relevant interactions, a single, joined up view with clean and reliable data is essential.

And therefore, instead of chasing an unattainable standard of perfection, the priority should be identifying and strengthening the critical data inputs that drive revenue.

Marketing leaders need to change the narrative and ask:

What data do we really need to achieve our goals?
Are we collecting and maintaining that data effectively?
How can we enrich our first-party data with third-party insights to close the gaps?

Without this focus now, the road to proving marketing’s value, driving business growth and securing Board support for new initiatives will get increasingly difficult. 

3. How should AI be driving marketing results and how are you proving specific use cases?

AI is no longer on the horizon – it’s here. But even the most advanced organisations are still figuring it out. No organisation has all the answers yet, but executive teams are looking to all their functional leaders to be trialling different approaches to identify where and how value can be created.  The question is no longer whether to embrace AI, but how to approach it strategically.

We know that AI is not a silver bullet, but a tool to enhance efficiency and effectiveness in the areas that matter most. By looking at how information and insights flow through marketing and into other parts of the business; by identifying specific use cases where AI can improve performance – whether through predictive analytics, content personalisation, or automated decision-making; we can learn as a business how to best focus and connect approaches to provide foundations from which we can learn.  

How these pilots are run will determine their success. AI adoption must be treated as a business experiment, with a clear hypothesis, measurable outcomes, and dedicated resources. 

Collaboration with data and IT teams is essential – marketing leaders cannot shape the right approach alone. Some initiatives will succeed, others will fail – the most important outcome is learning. Every experiment should provide insights that inform the next, helping the organisation move forward with confidence.

The opportunity with AI is not limited to any single function, rather it’s an enterprise-wide shift. No single team will have all the answers, but collaboration is key and those who support a culture of experimentation, learning, and shared knowledge will be the ones that gain a real competitive advantage. 

4. Do we have the right marketing team and operating model for the future?

With the seismic shifts in business, CEOs recognise that the marketing team that drove results two years ago may not be the one needed today – and it’s almost certainly not the one that will be needed tomorrow.  As the CMO remit evolves, so too must the talent strategy and operating model.

This isn’t just a hiring challenge. It’s about rethinking how marketing is structured and where resources are invested. Many organisations are bringing creative and content production in-house to be closer to the business, but that shift introduces its own complexities and raises further questions:

Are we striking the right balance between creativity and operational efficiency? Are we making the right trade-offs between insourcing and outsourcing to optimise performance? 

And critically, as AI and advanced analytics reshape how marketing operates, do we have the talent and the budget to invest where it matters?

Building a marketing function that can drive growth requires both pragmatism and vision. It requires clarity of purpose and an understanding of the level of change required to get from current to future model. 

The first step is assessing the existing team – not just for current skills, but for the ambition and ability to evolve. The strongest path to transformation often starts from within, aligning internal capabilities with strategic priorities to create a marketing organisation fit for the future.

5. If growth is the goal, what’s your strategy and what role is marketing playing?

Growth doesn’t happen by default – it requires a clear, deliberate strategy. But growth looks different for every organisation, and the real challenge isn’t just choosing a direction. It’s ensuring you have the right infrastructure, processes, and alignment to execute effectively.

If focus is on landing and expanding major accounts, Account-Based Marketing (ABM) may be the most effective approach. Success requires deep collaboration and integration with sales; shared planning, and real-time engagements must be tracked to create and progress meaningful pipeline. 

On the other hand, if growth depends on scaling through high-volume market expansion, an entirely different engine is required – one with emphasis on automation, efficiency, and seamless CRM integration to move prospects through the funnel with minimal friction.

The takeaway here is simple, but essential: marketing leaders must demonstrate how they are adapting marketing strategies in line with growth ambitions. 

Irrespective of the approach, growth is going to start with marketing leaders defining and evidencing where the biggest opportunities lie – and building the strategy and the infrastructure to match. 

The landscape ahead

The marketing landscape is shifting rapidly, unfolding a new landscape not just for CMOs, but for the entire organisation. Traditional, rigid tech stacks are giving way to more flexible, adaptable solutions. Agile working and OKRs are driving greater focus. And AI, though still evolving, is going to see its role in decision making grow, demanding robust and rock-solid data foundations.

These changes present enormous opportunities, but they also introduce new complexities. For CEOs, the question isn’t just whether marketing is keeping pace – it’s whether the entire organisation is aligned to leverage these shifts for real competitive advantage.

The path forward will require bold decisions, clear priorities, and a willingness to embrace change. Those who tackle these challenges with clarity, courage, and conviction will not only drive growth but redefine what high-performance marketing looks like and set a new standard for business success.