AI revolution: why marketers must lead the transformation charge

The buzz around AI is deafening. Every conference, every boardroom, every article seems saturated with it. But at The B2B Collective London—an event dedicated to exploring what’s next in B2B marketing—Kate Steadman (Chief Strategy and Transformation Officer at Xcelon) cut through the noise. 

In her keynote, she didn’t offer just another AI explainer. Instead, she delivered a resonant call to action—especially for marketers. Framed as a powerful synthesis of accelerating change and workplace transformation, her message was clear: the world is shifting at breakneck speed, AI is central to that shift, and marketers are uniquely positioned to lead their organizations through it. 

The unrelenting pace of change: more than just AI. 

Kate opened the discussion with a clear and sobering reminder: the pace of change in today’s world is unlike anything we’ve seen before. This transformation isn’t driven by AI alone. Boardrooms are grappling with an unrelenting wave of challenges—geopolitical instability, evolving regulations, and rapid technological shifts—all hitting with increasing frequency. While AI, automation, and acceleration are major forces shaping the future, the deeper message is this: change is the only constant. For organizations, teams, and individuals alike, adaptation is no longer optional. Standing still is the fastest way to fall behind. 

AI in the boardroom: 10 critical themes. 

In a sharp distillation of today’s C-suite conversations, Kate brought much-needed clarity to the AI discourse—highlighting not just the opportunities but the looming risks that boards and executives must now confront. 

Here are 10 key themes that emerged from her session: 

1. AI as a strategic capability 

AI is rapidly moving beyond its status as a tool or support function. It’s becoming a core capability—integrated across business units and increasingly treated as a strategic function in its own right. 

2. Business model disruption 

One of the most pressing concerns is how AI is reshaping business models. With only 73% of global companies currently experimenting with AI, the gap is widening—and those not taking action are at serious risk of falling behind. 

3. The shift in competitive advantage 

Traditional drivers of competitive edge—like product quality, pricing, and scale—are giving way to new differentiators such as advanced data models, organizational agility, and the ability to iterate quickly. 

4. Rising customer expectations 

Consumers are no longer satisfied with generic experiences. Personalization powered by AI has become an expectation, with nearly three-quarters of customers now demanding AI-enabled relevance and speed. 

5. Data as the foundation 

High-quality data is central to any AI strategy, but it remains a stumbling block. An overwhelming 80% of AI project failures can be traced back to poor data quality, whether due to missing, outdated, or overly complex unstructured data. 

6. Governance and risk at the board level 

Boards are navigating unfamiliar territory when it comes to AI-related risks—from ethical considerations to regulatory exposure. Yet, only a quarter of companies feel confident in their governance structures, a gap that’s likely to lead to avoidable missteps. 

7. Culture and talent transformation 

While upskilling is essential, culture remains the larger challenge. Risk aversion, fear of change, and outdated mental models are slowing progress. Organizations must not only build technical skills but also foster a mindset shift across all levels. 

8. Evolving success metrics 

Traditional performance indicators like revenue and cash flow don’t fully capture AI’s value or potential. Boards and leaders must redefine KPIs to include innovation velocity, model accuracy, adaptability, and other AI-relevant metrics. 

9. Accelerated decision-making 

Companies that effectively use AI are seeing substantial gains in decision speed—up to 26% faster. This advantage enables them to act on opportunities more quickly and stay ahead of slower-moving competitors. 

10. The rise of AI-native competitors 

A new wave of AI-first companies is scaling at unprecedented speed—up to five times faster than incumbents. These players aren’t just disrupting industries; they’re resetting the baseline for what agile, tech-forward business looks like. 

The leadership gap: a stark reality check. 

Kate highlighted a striking gap at the heart of executive anxiety: while 80% of leaders believe AI is essential to elevating their leadership, just 8% feel truly prepared or confident in using it. This disconnect is both alarming and, in some ways, reassuring—because it underscores a shared reality: no one has all the answers, and everyone is learning in real time. The broader transformation challenge is equally stark. Only 1% of companies consider themselves mature in their use of AI, and just one in three CEOs say their transformation efforts are meeting expectations. 

Marketing’s pivotal moment: beyond the everyday. 

Shifting focus specifically to marketers, Kate challenged the audience to think beyond tactical applications (like personalized ads or content creation). The real opportunity is strategic: 

Marketing is undergoing a fundamental shift—from a traditional support function waiting on briefs to a strategic partner guiding the business toward future opportunities. It’s now a discipline centered on driving revenue, profit, and operational efficiency. 

Kate challenged marketers to consider whether they’re ready for this evolution, and outlined five key roles they must step into to lead the transformation: 

1. The customer guru 

Marketers are the stewards of customer understanding, with access to rich, real-time insights at scale. This intelligence should inform not just campaigns, but product development, service design, and executive decisions—positioning marketing as the nerve center of customer strategy. 

2. The predictive strategist 

Rather than reacting to trends, marketers must start forecasting them. By contributing to long-term planning and identifying where customer behavior is headed, marketing can help shape the strategic direction of the business and earn its place at the center of boardroom discussions. 

3. The growth architect 

Armed with data and deep market knowledge, marketers are uniquely equipped to uncover new revenue streams. From cross-sell opportunities to new service lines and untapped markets, they play a crucial role in building scalable growth pathways across the business. 

4. The supercharged creative 

AI is streamlining routine tasks, which gives marketers more space to focus on the high-impact creative thinking that machines can’t replicate. The future of marketing lies in bold, human-centric ideas that break through the noise and deliver real emotional resonance. 

5. The change leader 

As organizations face widespread transformation, marketers are in a powerful position to lead. With their digital fluency, customer empathy, cross-functional collaboration, and creative mindset, they’re built to help organizations navigate—and thrive in—times of change. 

Making it happen: practical steps for marketers.  

Transformation doesn’t happen through titles. It requires action, mindset shifts, and new behaviors. Kate offered a practical roadmap for marketers ready to step into these expanded roles: 

• Balance performance and reinvention: marketers must deliver results today while building capabilities for tomorrow. There’s no pause button. Transformation must happen in-flight. 

• Align with boardroom priorities: Understand the top concerns of the executive team—whether it’s growth, risk, or innovation—and position marketing as central to solving them. 

• Measure what matters: Ditch superficial performance metrics. Focus instead on indicators that reflect business impact: market share, customer profitability, retention, and strategic differentiation. 

• Pilot relentlessly: Don’t wait for perfect plans or executive buy-in. Start small. Test ideas. Prove value quickly. Use success to build momentum. 

• Be visible and vocal: Make marketing’s contribution known. Get into strategic conversations. Don’t wait to be asked for input—take initiative. 

• Collaborate across boundaries:Build bridges with IT, product, HR, and finance. Shared outcomes drive relevance and influence. 

• Lead the cultural shift: marketers can be the engine of mindset change—embedding curiosity, risk-tolerance, and continuous learning into the DNA of the business. 

The 7 Cs of successful transformation: a framework. 

Drawing on her extensive experience, Kate shared her framework for any successful transformation, the “7 Cs”: 

1. Clarity: Define a clear and compelling vision. Make the why visible and consistent. 
2. Communication: Repeat the message often. Make it practical and personal. 
3. Culture: Reinforce behaviors that support change. Celebrate learning and resilience. 
4. Collaboration: Engage teams across functions. Inclusion drives better ideas and faster buy-in. 
5. Commerciality: Keep business outcomes at the center of every initiative. 
6. Capability: Invest in building the right skills—AI fluency, strategic thinking, change navigation. 
7. Continuous Measurement: Track progress with meaningful KPIs. Learn. Adapt. Improve. 

Transformation starts with you. 

Kate ended with a powerful reminder: transformation is now a necessity, not a nice-to-have. It’s no longer limited to tech upgrades or efficiency plays—it’s a sweeping mandate that applies to businesses, teams, and individuals alike. 

For marketers, this is a defining moment. Success in the AI era requires more than just adopting new tools. It demands a shift in mindset and responsibility—owning the role of customer champion, forward-looking strategist, growth driver, creative innovator, and, most critically, change leader. 

Marketing is uniquely positioned to lead this evolution. The opportunity is here—and the time to act is now.