Whilst organisations are eager to explore AI’s potential, many are struggling to move beyond scattered, unfocused pilots to meaningful, scalable implementation. Our recent podcast discussion with Mark Breslin, co-founder at Amplifi & Impact, revealed critical insights about how marketing leaders can navigate this transformation successfully.
Think like a hiring manager, not a tech buyer
The most compelling analogy Mark offered was treating AI agents like talent acquisition. Just as you wouldn’t hire someone without a clear job specification, performance metrics, and onboarding process, AI agents require the same strategic thinking. This means starting with outcomes rather than tools, understanding exactly what processes need improving, and designing proper feedback loops for continuous improvement.
This approach stands in stark contrast to the “machine gun of pilots” approach many organisations are taking, scattered initiatives launched by well-meaning teams but lacking strategic coherence. The result? Friction, unclear measurement criteria, and disappointing returns on investment.
The sobering reality of value creation
Mark highlighted a candid admission from Microsoft’s CEO: there’s been no value delivered by generative AI to date. This refreshing honesty from one of the technology’s biggest proponents underscores a critical point. Organisations need to focus on measurable outcomes rather than getting distracted by the latest shiny tools.
The key lies in establishing clear KPIs that align vertically and horizontally across the organisation. Marketing leaders must elevate their thinking beyond departmental boundaries, ensuring their AI initiatives connect coherently with broader business objectives and complement efforts in sales, customer success, and other functions.
Breaking down functional silos
One unexpected benefit of AI implementation is its potential to enable better cross-functional working. The technology often requires workflows that span multiple departments, forcing previously siloed teams to collaborate more effectively. This is particularly relevant for the historically fractured relationship between sales and marketing, where AI use cases frequently demand tight integration to succeed.
However, this requires a fundamental shift in organisational culture. Marketing leaders need to foster cross-functional alignment whilst managing the inevitable resistance to changing established working practices.
Common pitfalls to avoid
Several recurring mistakes emerged from the discussion:
- Working in silos - both individual “shadow AI” usage and departmental isolation that doesn’t benefit the broader organisation
- Bolting AI onto broken processes - the temptation to add AI to existing workflows rather than redesigning them properly
- Over-trusting outputs - particularly dangerous for customer-facing content that could damage brand reputation without proper human oversight
- Moving too slowly - waiting for market clarity rather than developing internal understanding through contained experimentation
The path forward
The organisations that will succeed are those that balance strategic thinking with practical action. This means starting with clear outcome definitions, establishing proper measurement frameworks, investing in workforce development, and maintaining simple but effective governance structures.
Most importantly, marketing leaders shouldn’t attempt this transformation in isolation. The complexity of enterprise-scale AI deployment often requires external expertise to navigate common pitfalls and accelerate progress.
AI agents represent a significant opportunity for B2B marketing transformation, but only for organisations willing to approach them with the same rigour they’d apply to any other strategic capability investment. The technology is maturing rapidly, but success will depend more on organisational readiness than technological sophistication.
The question isn’t whether AI will transform marketing, it’s whether your organisation will lead or fall behind in making that transformation meaningful and measurable.