Forrester

Despite widespread adoption of AI tools by individual employees, most organizations in APAC remain stuck in pilot purgatory. But this disconnect between personal productivity gains and enterprisewide transformation is mostly a leadership challenge — something I covered in a prior blog. Forrester’s latest research, spotlighted at Technology & Innovation Summit APAC 2025, reveals how four regional leaders — KPMG, Suncorp, Telstra, and Westpac — are breaking through this paradox. On stage, they explained that their success lies in systematically dismantling the organizational barriers that stall AI transformation. Here, I explore how these pioneers are reframing AI as a business capability — not a feature set — and what that means for CIOs and CTOs looking to scale business impact. Reframe AI As Business Strategy, Not A Tech Initiative The first barrier is the vision vacuum. Many firms treat AI as a standalone tech project that’s disconnected from core business strategy. Telstra’s approach flips this narrative: Its Connected Future 30 strategy embeds AI into every business unit’s planning, with no separate AI strategy. Westpac’s three-horizon roadmap similarly integrates AI into short-term productivity, mid-term experience transformation, and long-term business reinvention through expertise-on-demand principles. KPMG positions trusted AI as a brand differentiator, aligning governance with the firm’s professional standards. And Suncorp’s blueprint connects AI to product management, employee workflows, and customer service, enabling systematic deployment across 16 use cases. In other words, AI transformation begins with strategic clarity. Escape The Use Case Trap With Capability-First Thinking The second barrier is the use case trap — the tendency to chase isolated implementations without a scalable architecture. Suncorp avoids this by organizing AI around core business capabilities like claims and risk management, powered by its SunGPT platform. Westpac distilled 300 AI ideas into four reusable patterns, enabling self-service deployments across 50 major use cases. Telstra rebuilt its Ask Telstra tool as a reusable platform, cutting development time and costs by 90% for subsequent deployments. KPMG consolidated fragmented efforts into a global AI platform, Workbench, balancing data sovereignty with cross-border collaboration. What do these examples mean? That scaling AI requires architectural discipline and reuse. Dissolve Middle Management Resistance Through Structured Enablement The third barrier is the middle management bottleneck. Resistance often stems from legitimate concerns about ROI, accountability, and job security. KPMG addresses this with structured certifications — in Australia, it oversaw over 7,500 certification completions across AI fundamentals, trusted AI, and prompting skills. Telstra built a data and AI academy with personalized learning paths, making AI relevant to every role. Westpac’s CEO-led AI Shark Tank engaged 40,000 employees, turning innovation into a companywide movement. Suncorp complements broad education with targeted executive development, ensuring informed decision-making. These programs shift culture from fear to empowerment, enabling middle managers to become transformation catalysts rather than blockers. Rebuild Innovation Muscle Through Strategic Capability Transfer The final barrier is innovation muscle atrophy — the erosion of internal strategic thinking due to overreliance on outsourcing. Telstra’s joint venture with Accenture embeds capability transfer into delivery, ensuring that the workforce returns stronger. Its Silicon Valley hub connects Telstra engineers with advanced teams from AWS, Microsoft, and others, fostering co-innovation. KPMG’s internal platforms evolved into market-ready products, generating unexpected revenue and validating its innovation strategy. When structured for capability building, engagements with IT service providers accelerate transformation without sacrificing strategic control. Take The Next Step Toward Scalable AI Reinvention AI transformation isn’t a technology challenge — it’s a leadership one. Forrester clients can explore these strategies in greater depth by reading the full report, From Barriers To Breakthroughs: How Four APAC Leaders Are Scaling AI Transformation. To discuss how these insights apply to your organization’s context, request a guidance session. source

Just ahead of Forrester’s B2B Summit EMEA, the conversation around sales leadership is heating up. The pressure to deliver buyer-centric experiences has never been greater — and the old playbooks just aren’t cutting it anymore. In fact, buyers are more informed, more connected, and more demanding than ever before. They expect seamless, personalized experiences — and they don’t care whether it’s sales or marketing delivering them. Yet many organizations are still stuck in outdated models with siloed teams, fragmented data, and misaligned goals. The result? Slower pipelines, missed opportunities, and frustrated customers. It’s time to rethink how we lead, how we collaborate, and how we grow. At B2B Summit EMEA, we’ll tackle this head on. My session on revenue process transformation (RPT) for sales leaders (one of several RPT-focused sessions) will challenge conventional thinking and spark new ideas for sales leadership. If you’re ready to lead transformation and connect with peers who are navigating similar challenges, this is your moment. Why You Should Attend This session is designed for business leaders who are ready to lead change — not just react to it. Here’s a glimpse of what we’ll explore: The real reasons why sales and marketing alignment continues to fall short — and what to do about it How modern buying groups operate — and why your current processes may be leaving key influencers out of the conversation How leading organizations are redefining roles, responsibilities, and revenue metrics to drive faster, more predictable growth Ways to rethink how your teams engage buyers — with unified data, shared accountability, and a buyer-aligned mindset Most importantly, you’ll walk away with a fresh perspective on what it means to lead in today’s B2B environment — and how to turn that perspective into action. This is a strategic conversation designed to challenge assumptions and prepare you to lead transformation in your organization. I hope you’ll join me! Learn more about Forrester’s B2B Summit EMEA, taking place in London on October 6–8. Don’t miss the opportunity to connect with peers, gain fresh insights, and become a force for sustainable growth in your organization. Register now and be part of the future of B2B sales leadership. source

The recent Drift data breach has rattled Salesloft’s customers and the wider sales tech industry. The breach’s timing — just two weeks after Salesloft announced its merger with Clari, a rival revenue orchestration platform provider, set to close later this year — is unfortunate to say the least. This incident is not just a cybersecurity failure; it’s a business crisis with repercussions for Salesloft’s reputation and its planned merger. It’s also a wake-up call for the broader sales technology market. Salesloft’s Challenges: A Stress Test For Security, Transparency, And Customer Trust The Drift breach puts Salesloft’s operational resilience and market credibility to the test. While the company has enlisted cybersecurity firm Mandiant to investigate and contain the breach, the six-month delay in disclosing it has raised questions about Salesloft’s security protocols and transparency. Salesloft faces multiple challenges: Operational strain. The company took Drift offline and is working to restore hundreds of disrupted integrations, triggering a wave of customer support demands that will be stretching internal resources. Customer trust. Service disruption and the breach itself will have eroded customer confidence, risking churn at a time when stability is critical. Reputation damage. The incident has clearly impacted Salesloft’s reputation in the market, creating new barriers to business growth, at least in the short term. Drift in particular faces a serious brand revival challenge. Competitor opportunism. Unsurprisingly, rivals are using the breach to aggressively target and poach Salesloft clients. The Salesloft-Clari Merger: New Risks Amid Strategic Ambitions Salesloft’s merger with Clari aims to create a cutting-edge platform by combining Salesloft’s sales engagement tools with Clari’s AI-driven revenue forecasting, but the Drift breach complicates the merger’s execution: Valuation risks. Legal, financial, and reputational fallout from the breach strengthens Clari’s negotiating position, possibly impacting final deal terms, management structure, and even branding. Integration roadblocks. Resources may shift from innovation to security fixes, delaying product integration and go-to-market plans. Customer concerns. Salesloft users may question the merged platform’s security, while Clari clients might fear inherited vulnerabilities, slowing adoption and market momentum. A Wake-Up Call For The Sales Tech Industry: Strengthening Security The Drift breach highlights systemic risks for the sales tech sector. While Salesloft’s competitors may temporarily seem more secure, all integrated SaaS platforms face similar supply chain vulnerabilities. Heavy reliance on customer system integrations, such as Salesforce, increases both value and risk. Key lessons for the industry: Supply chain security. The Drift incident highlights vulnerabilities in third-party integrations with overly permissive access. Vendors can expect heightened scrutiny of their security practices and a growing demand for Zero Trust policies across the ecosystem. Token management. The breach of OAuth tokens underscores their vulnerability as gateways to sensitive data. Providers will need to rethink token management protocols, including rotation schedules, access controls, and real-time monitoring for anomalies. Transparent incident response. The speed and openness of a vendor’s response to security incidents significantly influences customer perceptions. Salesloft’s handling of this breach will inevitably shape its reputation and comparisons to competitors. Conclusion: Lessons From Drift’s Breach Salesloft’s Drift breach is a cautionary tale and a test of its resilience, yet Salesloft remains one of the leading revenue orchestration providers. Its competitors are all heavily integration-dependent, too, and none are risk-free. For the sales tech sector, this breach is a wake-up call to strengthen security measures, improve supply chain defences, and prepare for tougher customer scrutiny. Trust is vital in sales technology, and losing it comes at a high cost. Vendors must act swiftly to protect their platforms and reputations. source

This year’s data makes the hard truth impossible to ignore: Only 25% of noncustomers and 54% of customers describe health insurers as trustworthy. source

Workday’s inherent strength has been built on the “power of one” — a unified, organic architecture that doubles down on stability and simplicity above all else. At Rising 2025, Workday committed to maintaining this foundation while simultaneously executing a fundamental strategic expansion. Workday is repositioning from a closed best-of-breed application suite to an open AI orchestration platform, a necessary but high-risk transformation driven by the existential threat of AI intermediation. The company emphasized that it is “doubling down” on core strengths while expanding the aperture to become a platform that manages “people, money, and agents.” Transitioning To A Platform That Manages “People, Money, And Agents”   This dual mandate of preserving simplicity and stability while opening the platform creates inherent architectural tension. Achieving this vision requires Workday to successfully integrate its recent acquisitions, fundamentally open its core via the Data Cloud, and introduce a new consumption-based economic model — all while maintaining the operational resilience that its 11,000-plus customers depend upon. This strategy introduces integration complexity that challenges Workday’s historical engineering DNA of organic, controlled development. This strategic direction is correct given market dynamics, but there is a meaningful distance to be covered between announcement to enterprise-ready reality. This will require consistent and stable execution across multiple complex transformations simultaneously, a challenge for most enterprise application vendors. Key Highlights From Workday Rising 2025   1. Sana Acquisition: Workday’s $1.1 Billion Strategy For The AI Interface Perhaps the most aggressive move is the $1.1 billion acquisition of Sana. This is not a user experience (UX) refresh; it is a strategic battle to own the enterprise AI interface. This provides a new primary interface for enterprise AI. Workday’s goal is to become the new “front door for work.” Sana aims to be the AI-native knowledge discovery and action layer across all enterprise data (including Microsoft 365, ServiceNow, etc.). This is a direct attempt to win employee attention and counter the intermediation threat from Microsoft Copilot and Google’s new Agentspace. The Reality Check: Integration And Adoption While Sana brings powerful capabilities, integrating it requires reworking the existing Workday UX, adding AI elements and natural language processing — a high-risk endeavor. Furthermore, winning the enterprise front end requires overcoming entrenched user habits with platforms such as Teams and Slack. This is a multiyear integration and adoption challenge. 2. From Closed To Open: Workday’s Data Platform Strategy The centerpiece of the platform pivot is Workday Build, the new umbrella brand for its developer experience, incorporating the newly acquired Flowise (now the low-code Agent Builder). Central to this is the newly announced Workday Data Cloud (early access, H2 2025), marking Workday’s first adoption of open data standards after two decades of closed architecture. By adopting the Apache Iceberg open standard, Workday is enabling zero-copy data sharing. This move was highlighted by a centerpiece partnership with Snowflake, emphasizing bidirectional data access without replication. This is a defensive necessity in the battle for data gravity — Workday must provide open access to prevent customers from migrating data entirely to third-party data platforms and hyperscalers. 3. Transitioning From System Of Record To System Of Action Workday goes all in on “next-generation ERP,” representing a fundamental reconceptualization of what enterprise resource planning means in an AI-native world. As explicitly stated during Rising 2025, Workday is attempting to transform ERP from a “static system of record” to a “system of action that understands your business, anticipates your needs, and helps you reimagine how work gets done.” This ERP vision rests on three architectural pillars, with the goal of differentiating from traditional ERP:   The Reality Check: Process And Organizational Transformation This vision requires fundamental process reengineering that most organizations underestimate. Moving from batch to continuous processing demands not just technical transformation but organizational restructuring. Finance teams structured around monthly cycles must evolve to exception-based continuous monitoring. 4. The New AI Economics: Workday Flex Credits The pivot to an AI platform signals a pivot in the economic model. The introduction of Workday Flex Credits marks a definitive move toward consumption-based pricing for AI. The term “flex” denotes the ability for a customer to use any AI-related functionality across the Workday ecosystem. The specific information on credit allocation wasn’t presented. Workday made a smart tactical move by including an initial allotment of these universal credits in the base subscription, de-risking experimentation and accelerating adoption. The Reality Check: The FinOps Mandate And TCO Volatility This fundamentally changes total cost of ownership (TCO) predictability. Successful AI adoption will lead to rapidly scaling consumption costs. CIOs must implement rigorous FinOps practices immediately to monitor credit consumption, attribute costs to business value, and forecast the potentially volatile expense of running AI agents at scale. While Workday has plans to introduce consumption monitoring tools, credits tied to value and outcomes, on/off controls, and credits consumption are for production environments only. Organizations should negotiate rollover provisions and quarterly true-ups before committing, as even Workday’s value calculators cannot predict actual agent utilization patterns in nascent use cases. This will significantly add to pricing complications when existing clients already struggle to justify long-term ROI. 5. ASoR: Answer To Workday’s Central Hub For AI Agent Governance Workday plans to continue the rollout of a fleet of Illuminate agents, including high-impact solutions such as the Financial Audit Agent (promising 100% transaction sampling) and the BP Optimize Agent (which turns AI inward to optimize Workday processes, a compelling proposition for existing customers). Governing this blended workforce relies on the Agent System of Record (ASoR), which Workday introduced in February 2025 to integrate and manage Workday agents as well as third-party agents. At Rising, Workday took significant steps to position ASoR as an open ecosystem hub through major partnerships: Microsoft. Integration with Entra ID provides a unified approach to human and agent identity management, allowing agents built in Copilot Studio to be registered in ASoR. Google. Integration with Google’s Agentspace and adoption of standards such as MCP (Model Context Protocol) focus on cross-platform interoperability. The Reality Check: Beyond Identity While identity is addressed, the ASoR

Account executives guard reliable customer references more closely than the “good” ergonomic chairs. Why? Because customers who can speak with experience and authority have power over B2B buyers’ decisions. A customer with wide reach and relevant opinions can put a seller on a buyer’s shortlist; a former customer who was not satisfied can bump a provider to the bottom. B2B companies must master how to activate customer voices to drive buying decisions. How Do Customers Affect B2B Buying Decisions? Existing customers play a substantial role in buying networks, the dozens of internal and external sources that inform buying group decisions. B2B buyers consider industry peers among their top five trusted sources. Forrester’s most recent buyers’ journey research shows how global business buyers identify interaction with like-minded customers as one of the top three social media interactions during their buying process. You can’t control what customers say to each other and to prospects — where they speak, write, or record, or with whom they engage. But you’re not powerless over customers’ role in the buying network. Our new report, Amplify Customer Voices To Support Buying Decisions (Forrester license required), will help you understand the influence of your customers on buyers’ choices and how to nurture customers to advocate, sharing their stories with peers and influencers. How Can You Activate Customer Voices To Drive Buying Decisions? Customers deliver the information buyers need through word of mouth, peer reviews, testimonials, communities, and reference calls. Case studies, for example, routinely show up among the most desirable content assets for buyers. Customers can speak in detail, addressing real questions about the offering and the seller. Their information is often recent, and realistic. It’s also trustworthy: Customers are typically not beholden to delivering a point of view other than their own. Companies with strong customer advocacy don’t leave this powerful resource to chance. Help customers attain value, which leads to positive references and compelling case studies. Customers who attain value have stories to share, a stake in your success, and a willingness to associate themselves with your brand. The essence of customer obsession is ensuring maximum value for the customer and the company, and everyone who works with customers has a role. Understand your customers’ needs and preferences, discuss measurable outcomes, and create a plan to get them there. Create a resonant experience for customer advocates from which they get symbolic and experiential value rather than one-off “favors.” Advocate management isn’t only about keeping your list organized. It means building experiences that show you appreciate advocates. Opportunities abound for creativity here: Offer active advocates access to executives, invite-only event experiences, useful rewards, and networking to boost their brand and careers. “Influence the influencers” by keeping customers informed. Buyers find and interact with your customers through a variety of channels. Some you’ll know, such as references and online community conversations. Some you won’t know until later: conversations at events and forums to which you don’t have access. Help customers stay on top of your product so that they have accurate information wherever they choose to share it. Personalized communications, first looks (within the bounds of regulations) at upcoming business and product developments, customer councils and advisory boards, and talking points or key pieces of information help customers stay on top of your product and messages. How Can You Be More Effective In Nurturing Advocates? You might already have “random acts of advocacy” throughout your company. The key to scale, efficiency, and credible measurement is moving to strategic advocacy. Customer advocacy strategy begins with objectives: enhanced reputation, demand generation, and the acceleration of specific opportunities already in the pipeline. Program, tactic, and resource decisions must map to those objectives. A strategy includes achievable goals and how to measure the impact of advocacy. And it puts advocates at the center of this effort to ensure that being an advocate is part of their own customer experience. Ready to activate your customers’ voices to drive buying decisions and learn more about the Forrester Customer Advocacy Model? Reach out for a conversation about creating and activating your customer advocacy strategy. source

Answer engines such as ChatGPT, Claude, and Perplexity are steadily disrupting shopping journeys. Per Forrester’s February 2025 Consumer Pulse Survey, 35% of US online adults had used ChatGPT or Perplexity to search for information and 22% had also used it to shop (i.e., browse) for products they’re interested in buying. As tailored responses are becoming standard, existing static product detail pages and commerce storefronts are now the training aids for answer engines. Consumer interactions are transitioning to dynamic commerce — a strategy that combines real-time consumer data (think chatbot conversations) and system data (think location, time of day, browsing history, etc.) to adapt (or personalize) the unauthenticated digital experience for the consumer. For brand manufacturers, these contextualized interactions are becoming a blueprint for growth across three key moments: Discover — direct consumers to the right product and information to close the deal. Almost half of online adults in the US and the UK say they are more likely to explore or research a product further if they learn about the experience of owning the product earlier in the shopping process. Engage — use dynamic product content to increase cart size and average order value in channel. As one example of contextualized experiences, 57% of US online adults say they are more likely to purchase a product if data, images, videos, ratings, and reviews are localized to their geography on a mobile device without them first needing to identify themselves and authenticate. Experience — contextualize digital commerce experiences to drive brand loyalty and revenue. Driving brand loyalty is powerful: For example, 43% of UK adults are willing to pay a higher price from a brand they love, versus a similar product from a different brand at a lower price. Why It Matters Now Major retailers such as Amazon and Walmart are already leveraging dynamic commerce to maintain their lead. From voice-activated ordering to AI-curated product pages, they are shaping consumer shopping and buying behaviors and expectations. To thrive through commerce volatility, brand manufacturers must: 1) invest in optimizing content for answer engines; 2) ensure data standardization and unification across business units and enterprise systems; and 3) invest in designing commerce moments that make consumers feel special — which can increase brand loyalty. Get In Touch And Explore The Three Playbooks That Guide Dynamic Commerce The dynamic commerce report helps you understand, identify, and select the playbook that can drive revenue growth for your business. Please get in touch with us — Forrester’s commerce team — for an inquiry or guidance session to further design and implement your dynamic commerce strategy. source

Through all the uncertainty marketers have faced this year, one constant persists: AI adoption and its potential to reshape the future of B2C marketing as we know it. Last year, advancements in generative AI (genAI) and subsequent pressure to adopt new genAI use cases gave way to AI mania. Now, the development of early marketing agentic AI use cases sustains marketers’ enthusiasm: Ninety percent of B2C marketing executives in Forrester’s Q1 2025 CMO Pulse Survey say they plan to increase their investment in AI over the next year. Marketers Report High Satisfaction With Their AI Investments So Far Even with most use cases in exploration and experimentation mode, marketers feel confident about their progress. The vast majority of respondents from Forrester’s Q2 2025 CMO Pulse Survey agree that their marketing function is ahead of the curve when it comes to AI adoption. To give marketers insights into the current state of AI adoption for marketing and plans for further development, we’re excited to share our new report, The State Of AI For B2C Marketers, 2025. The report uses survey data from Forrester’s Q1 and Q2 2025 CMO Pulse Surveys to give B2C marketers a benchmark for where organizations across industries are in their journey toward AI mastery. Specifically, our research highlights: Strategic approaches to successful AI adoption. The most widely adopted AI use cases. Marketers’ concerns around further adoption of genAI. Organizational readiness. Measurement approaches. And more! Stay tuned for more AI research in the coming months, including a deep dive on agentic AI for B2C marketers. In the meantime, Forrester clients can read the report and schedule a guidance session to chat in more detail! source

In an ideal world, marketers have constant access to industry-leading tools and knowledgeable experts that provide transparent and accurate measurement, connecting every marketing activity to real, measurable business outcomes. With the latest and most reliable methods at their fingertips, marketers can use strategic, tactical, and diagnostic insights to allocate budgets with precision, experiment confidently with new channels, and expand successful initiatives at scale. This leads to dramatic outperformance of competitors still stuck on vanity metrics. An enticing vision, sure, but the reality for most marketers is far less glamorous. For a variety of reasons, many organizations still rely on easily tracked but less effective methods such as last-click attribution and platform reporting. The recent reports of Meta inflating results from its Shops ads product underscores the risk of this approach. A whistleblower alleged that Meta inflated results by adding taxes and shipping costs to brand revenue while also subsidizing advertiser bids to lower reported costs. Advanced measurement methods can help brands avoid this, since results are tied to actual business revenue rather than what a platform reports back to them. The Marketing Measurement And Optimization Services Landscape To create an accurate and reliable measure of how marketing efforts translate into company growth, organizations often engage marketing measurement and optimization service providers. These providers offer specialized services to help measure incremental marketing effectiveness, optimize media budget allocation, and create forward-looking scenario plans. We recently published The Marketing Measurement And Optimization Services Landscape, Q3 2025. This report details provider capabilities, the business scenarios they support, and key trends in this rapidly evolving market. Our new research covers a wide range of potential partners. Some are wholly independent; others offer services within a broader agency setting. Some are global companies serving enterprise clients; some are regionally focused with expertise in particular verticals. While this is largely an established market, the entry of open-source solutions and software tools with marketing measurement capabilities disrupts the status quo. Still, the availability of lower-cost alternatives may be a positive development for the sector at large if it brings more companies and brands to measure their marketing activities. Next up, we’ll be conducting an evaluation of the most significant providers in this market, due to publish early next year. If you’d like to chat about choosing the best partner for your measurement needs, please schedule a guidance session with me. source

Much like the start of Odysseus’ voyage after the Trojan War, marketers’ AI journey is far from over — it’s just begun. Just as marketers started experimenting with new generative AI features when they emerged, agentic AI has arrived and signals the next round of transformative marketing capabilities. Tech giants are racing ahead, pouring significant resources into agentic AI innovation. Last week, Amazon upgraded its Seller Assistant with agentic AI capabilities, Google introduced its Agent Payments Protocol for agent-led transactions, and CrowdStrike launched its Agentic Security Platform while acquiring Pangea for $260 million. The opportunities are appealing, but this journey isn’t without risk. Data challenges, trust issues, and confusion about the technology mean that marketers must approach agentic AI thoughtfully — not recklessly. Agentic AI Will Transform B2C Marketing Inside, Then Out Agentic AI builds on previous automation and decisioning capabilities while adding sophisticated decision-making and full autonomy. Forrester defines agentic AI as: Systems of foundation models, rules, architectures, and tools that enable software to flexibly plan and adapt to resolve goals by taking action in their environment, with increasing levels of autonomy.   Currently, marketers mainly use AI to augment existing processes, but agentic AI will enable them to rethink marketing processes for the sake of efficiency and performance. As agentic AI marches toward full autonomy, traditional marketing will evolve into agentic AI-fueled anticipatory experiences. Forrester has identified seven categories of agentic AI use cases for marketing: Customer data management and hygiene Customer insights and analytics Creative development and production Building and managing marketing campaigns Building and managing marketing programs Buying and optimizing media Marketing performance analytics Temper Expectations Before Following The Sirens’ Call An AI agent completing a task fully autonomously, without human input or review, is still years away. Forrester predicts that organizations won’t actually experience the benefits from agentic AI for another two to five years. As the technology matures and gains traction for marketing applications, marketers have work to do to build the foundation and prepare their organizations: Map uncharted waters. Although everything marketers learned about genAI will be pertinent for the journey ahead, agentic AI’s decisioning and autonomy is a brand-new discipline. For successful adoption, companies must invest in change management and updated processes. Win over a cautious crew. Employees are justifiably skeptical, with only 37% agreeing that they feel confident about adapting to AI-based systems for work. Marketers will need to slowly scale AI implementation to build up trust with employees, track employee readiness, and monitor AI outputs. Repair a shoddy ship. Agentic AI is only as good as the rules, predictive AI, and genAI that it’s built on. It requires high-quality data to train, run, and optimize models. Marketers have existing data and technology integration challenges that must be solved before they can incorporate agentic AI. The path to agentic AI adoption won’t be short or easy, but marketers who prepare now will see long-term benefits. To learn more, read the report, The B2C Marketer’s Guide To Agentic AI. For a deeper dive, Forrester clients can schedule a guidance session on AI use cases, adoption, and privacy. source