By Shafqat Islam
As startup and larger company CMOs debate AI’s value and utility in marketing, it’s marketing itself that is in need of disruption — or, at least, a rebrand — in the AI era.
Marketing is too often oversold. We talk about it as a mystical force that transforms brands, moves markets and rescues struggling businesses. But in our eagerness to champion its potential, we’ve created a credibility crisis. By overpromising and, sometimes, underdelivering, marketers aren’t just disappointing investors, clients, boards and CEOs — we’re eroding trust in our own discipline.
It’s time to reset expectations: Marketing in the AI era is powerful, but — like AI itself — only when we’re honest about what it can’t do.
The overpromise problem
Marketers love big ideas, including the belief that a viral campaign or clever tagline can single-handedly save a business.
The reality is far less glamorous. When these overhyped initiatives inevitably fail to deliver the promised results (because no marketing can compensate for a flawed product, poor market fit or operational failures[SI1]), marketing gets blamed for shortcomings that were never within its control. This creates a vicious cycle where executives grow increasingly skeptical, viewing marketing as more art than science, more cost than investment.
What makes this situation worse is how we respond. Instead of confronting these unrealistic expectations, we double down on proving our worth through increasingly complex attribution models and vanity metrics that only other marketers care about. We track click-through rates, engagement scores and brand lift studies while the rest of the business cares about one thing: Are we driving sales and pipeline? If we can’t answer that question clearly, we’re failing at our most fundamental job.
The real limits of marketing
This isn’t to diminish marketing’s importance. When aligned with strong products and operations, it’s incredibly powerful. But its power comes from working in concert with the rest of the business to drive something bigger, not from some mythical ability to transcend business realities.
Marketing can amplify strengths and expose weaknesses, but it cannot create substance where none exists. No amount of clever branding can fix a fundamentally broken product. No social media strategy can compensate for terrible customer service. No viral campaign can save a business with flawed unit economics. Marketing acts as a magnifying glass — it makes good things better and bad things worse.
Another limit for marketing is that, to the untrained eye, marketing isn’t the most technical business function. No matter where anyone sits in the organization, you can bet they have an opinion on marketing. Everyone is an expert in marketing, no matter how much they actually know about it.
In short, marketing gets mislabeled and misunderstood all the time. Too often, it’s presented as the solution to every business problem, which only reinforces the understanding that marketing is fluff rather than a core driver of disciplined, scalable growth.
The uncomfortable truth about the path forward
The path to marketing’s credibility begins with a simple but tough idea: We need to stop talking and start listening to the numbers, to our colleagues and to the market itself. When our marketing works, we won’t need to shout about it. I’m a firm believer in “no marketing our marketing;” it should speak for itself, with results reflecting a growing pipeline, increasing revenue and organic advocacy from customers.
And when something isn’t working, we should be the first to raise our hand and say so, not the last. The most respected marketers I know aren’t the ones who always claim success; they’re the ones who can clearly articulate why something failed and what they learned from it. Marketing should be a laboratory where we test hypotheses, not a stage where we perform predetermined successes. The key is ensuring that every experiment, whether it succeeds or fails, teaches us something valuable about our customers, our messaging or our channels.
This honesty transforms perceptions across the organization. When we swiftly sunset failing campaigns, prioritize business outcomes over vanity metrics, and deliver unfiltered customer feedback, we shift from being seen as a cost center to becoming true strategic partners and business drivers.
By focusing less on proving our worth and more on driving results, we actually become more valuable. And by treating marketing as a discipline of continuous learning rather than perfect execution, we make it far more likely that we’ll eventually find those breakthrough ideas that truly move the business forward.
When we can look our peers in the eye and say, “Here’s what worked, here’s what didn’t, and here’s what we’re doing next,” we’re no longer just marketers — we’re business leaders who happen to specialize in growth.
Shafqat Islam is the president at Optimizely. A lifelong builder of marketing technology, he co-founded and served as CEO of Welcome (formerly NewsCred), a global leader in enterprise content marketing, from 2007 to 2021. Under his leadership, Welcome pioneered the content marketing platform category, now known as Optimizely CMP. Following Optimizely’s acquisition of Welcome in 2021, Islam served as general manager and CMO before being elevated to president in 2024.
Illustration: Dom Guzman
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