Cutting Through The GenAI Hype

Forbes

08-05-2025

Jennifer Chase is Chief Marketing Officer and Executive Vice President at SAS. getty
There is a lot of apprehension around generative AI (GenAI). Some experts are suggesting there is too much spend but not enough return. However, this doesn't have to be the case, and it is not my experience. And this is backed by recent research from Coleman Parkes, which conducted a report on behalf of our company.
The report found that organizations that are fully enabled are seeing strong ROI. This is corroborated by a 2024 study from the AMA that found 85% of marketers who use GenAI believe that it has slightly or significantly increased their productivity. About half of the respondents said they saved time and that GenAI improved the quality and quantity of their creative content.
So, what is holding organizations back from realizing productivity gains? One hindrance is that most organizations are currently only using GenAI for foundational uses like copyediting, text creation and video production. According to the Coleman Parkes study, organizations using GenAI for more sophisticated use cases will see ROI. Marketers who are embracing this are seeing strong return on their investment using GenAI in personalization, customer satisfaction, and retention, processing large datasets and accuracy in predictive analytics.
This begs the question, then: Why are the majority of organizations stuck at the top of the GenAI funnel?
As the CMO of a data and AI solutions provider, I have a lot of opportunities to speak to fellow marketing leaders on this topic. And something I am discovering is that even the most data-driven marketing organizations are lagging on the implementation and use of GenAI.
The first reason I see is a lack of understanding of GenAI at the very top of the marketing organization. In my experience, which is backed by data from the Coleman Parkes study, CMOs and marketing leadership aren't fully versed in the productivity gains that implementing GenAI can afford them. Always On-Culture For Learning And Development
While marketers at the individual contributor level feel more comfortable with GenAI in their daily work, it is important to provide ongoing training in emerging tech to build skilled talent. No longer is it OK for marketers to be creative only. To be a modern marketer means understanding and using data to improve all facets of the customer journey. Therefore, it is imperative that we provide opportunities for training and development to marketers.
I have asked my team to set aside a few hours on Friday mornings for personal development. We call this #MyFocusFridays, and we make available training resources from both internal and external sources to help our employees expand their skills.
Also, consider arranging workshops for your team that get the creative juices flowing. We recently had the ANA run an interactive creative problem-solving workshop. Through a series of exercises, we were introduced to new ways of looking at challenges (like learning to use a new technology), and I have seen my team putting these into practice since. A Governance Framework
Another obstacle to the successful utilization of GenAI is concern over privacy and governance. Sixty-one percent of respondents in our survey said their main concern about GenAI is data security and data privacy. And I completely understand this concern. Without a strong governance framework, an organization is at risk of substantial fines, reputational damage and loss of consumer trust. With only 1 in 10 companies reporting they have a well-established governance structure, marketers' concerns are well-founded.
Creating a safety network of checks and balances is crucial. Consider setting up a center of excellence in marketing that, in addition to serving as an incubator of ideas, can work with your legal team to create policies and guardrails that protect your business without stifling innovation. Fostering An Environment For Innovation
Finally, at many organizations, a cultural shift needs to happen. Marketing leadership has to send a very clear message that exploring new technologies to foster innovation and experimentation is expected. Exploration in new technology and skill introduces risk, but not taking the risk will ensure failure.
Innovation can only happen if employees know they are safe to innovate without risk of penalty. As leaders, we must nurture a creative environment where our teams feel safe to suggest ideas without fear of criticism and to try new things without fear of failure.
In fact, I learned this exact tenet as a child in the competitive figure skating world. Falling was not a failure. In fact, if you don't fall, you're not pushing yourself to reach your potential. For every fall there is a chance to get back up, learn and grow. So, my advice is to be an approachable leader who welcomes idea-sharing in meetings or in a one-on-one setting. Applaud those who try, not just those who succeed.
My hope for 2025 is that marketing leaders embrace the myriad possibilities of GenAI to improve productivity and the customer experience. The journey to implementing effective GenAI in marketing can be daunting, but with the right guardrails in place, the right talent and the right training, GenAI will be a game-changing tool for marketers.
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