The trend: Healthcare executives expect AI adoption to be the leading trend in the next two years and have high expectations for improvements in patient care, per a new survey from Sage Growth Partners. Sage surveyed 101 healthcare system and hospital C-suite executives during the second quarter about AI opportunities and investment plans. AI can help healthcare shift from reactive to proactive care by transforming the vast amount of data from health sensors into actionable insights. However, the key is to integrate this AI as a tool to support, not replace, a provider's judgment. AI predictive assessments and analytics add valuable information, but providers’ experience, critical thinking, and empathy are necessary not only for balanced diagnoses but also to maintain patients’ trust. A recent study in JAMA found that patients think physicians who use AI are less trustworthy, less competent, and less empathetic than those who didn’t. For now at least, AI use in healthcare is a significant perception hurdle requiring transparent disclosure and careful oversight.

Most professionals admit to exaggerating their AI skills as companies tie job security and promotions to tech fluency they’ve barely been trained for.

We spoke with four CMOs on their approaches to data management, communication, and fostering a culture of innovation to maximize marketing effectiveness.

The role of the CMO has expanded far beyond traditional marketing expectations. Despite high expectations and many challenges, CMOs can find new opportunities to lead successful teams and drive business growth. Four CMOs share their perspectives for this report.

The CMO's role is complex and challenging: While some have secured their C-suite spot, others face role elimination. This year, CMOs should focus on enhancing internal collaboration and communication for growth, strategically integrating AI, and innovating to maintain a competitive edge.

Marketers may be nervous about increasing advertising spend in an unstable economic climate, but doing so can be a strategic move given that recessions are often followed by periods of prosperity and growth.

In a recent survey, 85% of CMOs agreed that being able to make data-driven decisions is a critical competitive advantage. Yet, most CMOs today also happen to be drowning in marketing data.

Thirty-five percent of CMOs today want to expand their relationships across the C-suite. This is just one of their priorities over the next 12 months.

Did you know that marketing was first given a seat at the table over 30 years ago? One would think that after three decades, the CMO role would be at a maturity stage. The position, however, continues to rapidly evolve.

‘This is what we’ve always needed’: We talk with Delta CleanTech’s Lionel Kambeitz about what Big Tech’s plan to invest $925 million in carbon removal technologies means for his industry.

When Steven Tristan Young, CMO at social commerce marketplace Poshmark, started his career two decades ago, he knew he’d be doing so with the goal of leading a marketing team like Poshmark’s: one focused on brand strategy and aggressive, yet thoughtful, growth.

Traditionally, organizations haven’t viewed the customer experience as a singular thing owned by one particular person or department. That’s changed, as brands have worked to put customers at the forefront—and it’s given modern CMOs new importance as owners of that experience.

Informed by over 60 interviews with CMOs, this report covers how the top marketing position has evolved in recent years, what that means for marketing teams and other departments, and analyzes what skills are needed to succeed in the role now and in the future.