This article was a collaboration with: Alannah Sheerin, senior director of global ads marketing at Google, and the Google Ads Marketing team, who helped shape the focus and research of this effort; and Rebecca Messina, former CMO and McKinsey senior adviser, who sharpened the insights through her experience with CMOs.本文由以下人士共同协作完成：谷歌全球广告营销高级总监 Alannah Sheerin 及其团队，他们帮助明确了本文的重点与研究方向；以及前首席营销官 (CMO)、麦肯锡高级顾问 Rebecca Messina，她凭借与众多 CMO 合作的经验，深化了文中的洞察。
Many marketers are wrestling with cognitive dissonance when it comes to AI—evident in our latest research, including a survey of more than 500 global marketers.许多营销人员在面对 AI 时正经历着认知失调——这一点在我们的最新研究（包括对全球 500 多位营销人员的调查）中表现得尤为明显。
There’s the enthusiasm-anxiety disconnect: Some 87 percent of respondents in our survey say they are excited about the possibilities AI creates, but at the same time 57 percent report feeling anxious about what AI means for their roles.存在一种“热情与焦虑的脱节”：在我们的调查中，约 87% 的受访者表示对 AI 创造的可能性感到兴奋，但与此同时，57% 的人表示对 AI 将如何影响其职场角色感到焦虑。
You see it in the growth-productivity disconnect: Marketers in our survey value AI as a driver of both growth and efficiency, while they believe the C-suite views AI primarily as a driver of productivity.这种脱节也体现在“增长与生产力的脱节”上：调查中的营销人员认为 AI 既是增长的驱动力，也是效率的提升器，但他们认为高管层主要将 AI 视为生产力工具。
And it’s in the adoption-value disconnect: Nearly 60 percent of marketers report using AI multiple times per week, but less than 10 percent have started capturing value across end-to-end workflows1 (see sidebar “About the research”).此外还有“应用与价值的脱节”：近 60% 的营销人员报告称每周多次使用 AI，但只有不到 10% 的人开始在端到端工作流程中实现价值产出1麦肯锡全球营销人员调查，2026年5月；《用智能体 AI 重塑营销工作流程》，麦肯锡，2026年4月21日。（参见侧边栏“关于本研究”）。
AI disconnectsAI 脱节现象
Why does this matter? After all, change has always engendered discomfort, and misalignment isn’t exactly a new issue. It matters because the stakes around AI are so high and the impact of the technology so far-reaching—on business economics, on how work is done, on jobs—that it is amplifying these disconnect effects with profound consequences.为什么这很重要？毕竟，变革总会带来不适，而目标不一致也并非新问题。之所以重要，是因为 AI 带来的利害关系巨大，且技术影响深远——无论是在商业经济、工作方式还是就业岗位方面——它正在放大这些脱节效应，并产生深远的后果。
What emerges is not just resistance to change in the traditional sense, but a surface-level enthusiasm masking indecisiveness and underlying anxiety that hinder meaningful action. This problem is particularly acute given the need to move quickly to keep pace with the changes in the marketplace.由此产生的不仅仅是传统意义上的变革阻力，更是一种表面的热情，掩盖了阻碍实质性行动的优柔寡断和潜在焦虑。鉴于需要迅速行动以跟上市场变化，这一问题显得尤为突出。
CMOs underestimate this disconnect effect at their peril, especially since expectations around marketing and AI are so high. Gen AI alone could increase the productivity of marketing spend by between 5 and 15 percent, worth about $463 billion annually.2 As Google Global Vice President, Ads and Commerce Marketing Marie Gulin-Merle starkly puts it about the need to act, “We don’t have any choice.”CMO 如果低估这种脱节效应，将面临风险，尤其是考虑到外界对营销和 AI 的期望值极高。仅生成式 AI 一项，就有望将营销支出的生产力提高 5% 到 15%，每年价值约 4630 亿美元。2Lisa Harkness, Kelsey Robinson, Eli Stein, and Winnie Wu, “How generative AI can boost consumer marketing,” McKinsey, 2023年12月5日。正如谷歌广告与商务营销全球副总裁 Marie Gulin-Merle 在谈到行动必要性时所言：“我们别无选择。”
To build a marketing organization that is AI-ready, CMOs need to understand this is just as much a people challenge as it is a technological one. Meeting the challenge requires CMOs to address the often-tricky issues of organizational alignment and talent redesign while overcoming emotional resistance to new ways of working.为了打造一个 AI 就绪的营销组织，CMO 需要认识到，这既是技术挑战，更是人才挑战。应对这一挑战需要 CMO 解决组织协调和人才重塑等棘手问题，同时克服对新工作方式的情感抵触。
Why progress is incremental为何进展缓慢
From the outside, AI adoption in marketing appears to be moving quickly. But inside most marketing organizations, progress feels slower. The organizational reasons for this issue play out in three main ways:从外部看，营销领域的 AI 应用似乎进展迅速。但在大多数营销组织内部，进展却感觉缓慢。导致这一问题的组织原因主要有三个方面：
A tentative workforce. Marketers are using AI but not embracing it. Or, as former CMO and McKinsey senior adviser Rebecca Messina puts it, “Their heads are in it, but their hearts aren’t.”摇摆不定的员工队伍。营销人员虽然在使用 AI，但并未真正拥抱它。正如前 CMO 和麦肯锡高级顾问 Rebecca Messina 所言：“他们的人在用，心却没进去。”
In roles closest to execution—such as marketing operations and performance media—as many as 77 percent of those using AI most frequently are also among the most likely to perceive risk to their roles (Exhibit 1). CMOs are an even more extreme example of this effect. While 96 percent of them report high excitement with AI, 71 percent express anxiety and 80 percent perceive a risk to their own roles.在最接近执行的岗位上（如营销运营和效果媒体），多达 77% 最频繁使用 AI 的人，也是最认为自身角色面临风险的人（图表 1）。CMO 是这种效应的极端案例：虽然 96% 的 CMO 表示对 AI 感到兴奋，但 71% 的人表示焦虑，80% 的人认为自己的角色面临风险。
In our experience, the result of this concern and ambivalence is a form of slow-rolling transformation: steady experimentation but limited willingness to redesign workflows, overcome inevitable setbacks, collaborate with others, or challenge established ways of working.根据我们的经验，这种担忧和矛盾心理导致了一种“慢动作”式的转型：虽然有持续的实验，但重塑工作流程、克服不可避免的挫折、与他人协作或挑战既定工作方式的意愿却很有限。
Disconnected and unaligned leadership. There are two elements of this issue. One is at the top level. Marketers and those in the C-suite see AI as both an opportunity to generate growth and drive productivity. Notably, marketers value AI as a driver of both growth (53 percent) and of efficiency and cost savings (47 percent), according to our survey (Exhibit 2). The issue, however, is marketers believe the C-suite values AI for productivity, a concern amplified by the fact that the C-suite, and the CFO in particular, tend to view marketing as a cost center. So even if AI can be an important growth lever, the C-suite’s expectation is to use it to cut costs in marketing.领导层脱节且不一致。这个问题包含两个层面。一是高层层面。营销人员和高管层都将 AI 视为创造增长和提升生产力的机会。值得注意的是，根据我们的调查（图表 2），营销人员认为 AI 既是增长驱动力（53%），也是效率和成本节约的驱动力（47%）。然而问题在于，营销人员认为高管层仅将 AI 视为生产力工具，而高管层（尤其是首席财务官）往往将营销视为成本中心，这一担忧进一步加剧。因此，即使 AI 是重要的增长杠杆，高管层的期望仍是利用它来削减营销成本。
Left unchallenged, this narrative becomes reality, one that is at odds with CMOs’ aspirations. This misalignment on goals and priorities creates confusion and slows progress.如果任由这种叙事发展而不加反驳，它就会成为现实，并与 CMO 的愿景背道而驰。这种在目标和优先事项上的不一致会导致混乱，并拖慢进展。
The other element is the disconnect between CMOs and the people doing the work. In conversations with CMOs, few felt their teams had AI-related anxiety, missing that 76 percent of individual contributors, in fact, do.3 This disconnect can manifest in frustration among CMOs, who expect faster progress, and marketers, who don’t feel their efforts are appreciated, and don’t feel equipped with the right support and resources.另一个层面是 CMO 与一线执行人员之间的脱节。在与 CMO 的交流中，很少有人意识到团队存在与 AI 相关的焦虑，却忽略了事实上 76% 的个人贡献者确实存在这种焦虑。3个人贡献者的反馈源自麦肯锡 2026年5月的全球营销人员调查；CMO 的观点来自 2026年5月凯洛格营销领导力峰会中与 35 位 CMO 的讨论。这种脱节会导致 CMO 对进展缓慢感到沮丧，而营销人员则觉得自己的努力未被认可，且缺乏足够的支持和资源。
Superficial execution. Despite high levels of AI activity, only 28 percent of marketers from our survey view their companies as pursuing a fundamental rewiring of their marketing teams and workflows. Most are simply layering AI onto existing processes. This shows up in the disconnect between usage and impact: While adoption across common use cases often exceeds 70 percent, little of that leads to P&L impact for the enterprise.表面化的执行。尽管 AI 活动水平很高，但调查中只有 28% 的营销人员认为他们的公司正在对其营销团队和工作流程进行根本性的重构。大多数公司只是将 AI 简单地叠加在现有流程之上。这反映在应用与影响的脱节上：虽然常见用例的采用率通常超过 70%，但其中很少能转化为企业的损益影响。
How to overcome the AI disconnect如何克服 AI 脱节
Overcoming these disconnect issues requires many of the classic elements of change management. Our survey highlighted training, access to best practices (such as a library for proven prompts), and strong governance policies as being crucial for effective adoption. Adding AI to initiatives where decision rights are unclear, for example, often exacerbates these issues.克服这些脱节问题需要运用变革管理的经典要素。我们的调查强调，培训、最佳实践获取（如经过验证的提示词库）以及强大的治理政策对于有效应用至关重要。例如，在决策权不明确的计划中加入 AI，往往会加剧这些问题。
In our experience and through deep discussions with leading CMOs, however, three bolder approaches emerge as difference makers:然而，根据我们的经验以及与顶尖 CMO 的深入交流，三种更具胆识的方法脱颖而出，成为改变局面的关键：
1. Abundance mindset: Set the vision around growth and productivity1. 丰裕心态：围绕增长和生产力确立愿景
Setting a vision is critical to help the organization understand the direction of travel. Without that clarity, confusion and anxiety tend to grow, hampering efforts to reshape the organization. Seth Matlins, founder of The Wisdomous Company, puts it this way: “People don’t feel empowered to help the organization if they don’t know the direction and they don’t understand what drives the business.”确立愿景对于帮助组织理解前进方向至关重要。如果没有这种清晰度，混乱和焦虑往往会加剧，从而阻碍组织重塑的努力。The Wisdomous Company 创始人 Seth Matlins 这样说道：“如果员工不知道方向，也不了解业务的驱动力，他们就不会感到有能力为组织做出贡献。”
As CMOs consider what that vision should be, it’s worth thinking about how to anchor it in AI’s twin benefits of growth and productivity. Selina Sykes, Unilever Beauty & Wellbeing VP and Global Head of Digital Marketing & Social First, underscores this point, “If you give people the tools, and they have the right mindset, they will find agentic solutions to drive our business performance. It is not just about efficiency; it is about driving growth and effectiveness.”当 CMO 思考愿景时，应考虑如何将其锚定在 AI 带来的增长和生产力双重效益上。联合利华美容与健康部门副总裁兼数字营销与社交优先全球负责人 Selina Sykes 强调：“如果你为人们提供工具，并具备正确的思维方式，他们就会找到智能体解决方案来推动业务绩效。这不仅仅是关于效率，更是关于推动增长和效果。”
For decades, marketing leaders have balanced trade-offs between scale and personalization, for example, as well as speed and quality, or cost and impact. AI could mean the end of many of those trade-offs by unlocking capabilities, customer experiences, and growth not previously possible.几十年来，营销领导者一直在平衡规模与个性化、速度与质量、成本与影响之间的权衡。AI 可以通过解锁以前无法实现的各种能力、客户体验和增长，从而终结许多此类权衡。
C-suite Voices高管心声
As CMOs develop their vision, they will need to do the hard work of identifying how it plays out in terms of specific goals and implications, such as how campaigns are conceived and executed, how personalization is delivered, and how quickly insights can be generated and acted on. These specifics, in turn, will inform decisions about roles, skills, and structure.在制定愿景时，CMO 需要开展艰苦的工作，明确其在具体目标和影响方面的体现，例如如何构思和执行营销活动、如何交付个性化内容，以及如何快速生成洞察并采取行动。这些细节将反过来为角色、技能和结构决策提供依据。
It’s worth noting in this context that some companies that have cut staff expecting AI to fill the gap struggle to capture the cost benefits because of unanticipated complexities.值得注意的是，一些公司因预期 AI 能填补空缺而裁减员工，结果却因意想不到的复杂性而难以获得成本效益。
2. Bridge building: Build trust to get your teams and C-suite on-side2. 搭建桥梁：建立信任，争取团队与高管层的支持
Delivering on the vision requires CMOs to build support with the C-suite and motivate the organization. At the top level, our analysis is clear that organizations that pursue ambitious rewiring efforts are aligned with and supported by the CEO and C-suite (Exhibit 3). CMOs should ground this alignment around a shared view of value that connects productivity gains directly to business outcomes such as revenue growth, pipeline expansion, and margin improvement. A bolder approach would be to select a meaningful marketing workflow, assign a small hybrid human-agent team to reinventing it, and present the results. This builds credibility with the CEO.实现愿景需要 CMO 赢得高管层的支持并激励组织。在顶层，我们的分析表明，那些致力于雄心勃勃的重构工作的组织，都得到了首席执行官和高管层的支持（图表 3）。CMO 应将这种一致性建立在对价值的共识之上，将生产力收益直接与收入增长、渠道拓展和利润率提升等业务成果挂钩。一个更具胆识的方法是：选择一个有意义的营销工作流程，指派一个小型人机协作团队进行重塑，并展示成果。这能建立起在首席执行官面前的信誉。
That focus on value-oriented measurement should be a particular focus area for CMOs since it has traditionally been a blind spot for them. While roughly 70 percent of CEOs report evaluating marketing partially based on year-over-year revenue growth and margin, only about 35 percent of CMOs track those metrics as key indicators.4这种对价值导向衡量的关注应成为 CMO 的重点领域，因为这历来是他们的盲点。虽然约 70% 的首席执行官报告称部分基于同比收入增长和利润率来评估营销表现，但只有约 35% 的 CMO 将这些指标作为关键衡量标准。4Aurélia Bettati, Jeff Jacobs, Kelsey Robinson, and Robert Tas, “The CMO’s comeback: Aligning the C-suite to drive customer-centric growth,” 麦肯锡，2025年6月16日。
Aligning the marketing organization is a broader challenge. The most effective leaders address the emotional dimension directly by acknowledging anxiety but reframing AI as an amplifier of human capability rather than a replacement.协调营销组织是一项更广泛的挑战。最有效的领导者会通过承认焦虑并重新将 AI 定义为人类能力的放大器而非替代品，来直接处理情感维度。
Vineet Mehra, CMO of Chime, reflected that focus by emphasizing to his teams that they are entering “a golden age of marketing where AI can create faster, test faster, and personalize at scale.”Chime 首席营销官 Vineet Mehra 反映了这一重点，他向团队强调，他们正在进入“一个营销的黄金时代，AI 可以创造得更快、测试得更快，并实现大规模的个性化。”
Making that vision credible for marketers is critical. CMOs need to develop a compelling and credible narrative that builds trust with employees. McKinsey research indicates that employee trust in the organization to support them as AI changes work is, in fact, a significant predictor of reported enterprise value impact from AI among surveyed leaders, regardless of where their organization is in its AI journey.5 Developing that trust requires a number of things, including: (1) scoring and celebrating early wins to show what’s possible with AI; (2) developing targeted support mechanisms for employees (such as role clarity and one-on-one training) as AI changes work; and (3) developing incentives (and removing disincentives) that evolve alongside people’s capabilities.让这一愿景对营销人员而言变得可信至关重要。CMO 需要构建一个既引人入胜又真实可信的叙事，以建立员工信任。麦肯锡的研究表明，员工对组织在 AI 改变工作方式时提供支持的信任度，实际上是受访领导者报告的 AI 企业价值影响力的重要预测指标，无论其组织处于 AI 之旅的哪个阶段。5麦肯锡 AI 个人与组织就绪度评估小组调查，分析了 750 名英语员工，于 2026年2月至4月进行。结果基于 582 名领导者的子样本，他们被归入三个 AI 成熟度阶段（赋能：n=267；自动化：n=252；重塑：n=63）。建立这种信任需要多项举措，包括：(1) 记录并庆祝早期胜利，展示 AI 的潜力；(2) 在 AI 改变工作方式时，为员工制定有针对性的支持机制（如角色明确和一对一培训）；(3) 制定随员工能力提升而进化的激励措施（并消除负面激励）。
Unilever has encouraged teams to build AI agents with a clear hypothesis and value case, allowing ideas to be tested bottom‑up before decisions are made about what should scale, while Chime has reduced some creative budgets to encourage teams to innovate internally. The pattern is clear: Focus on the people to make the tech work. (For a deeper dive on how some companies are approaching their AI-driven marketing transformation, see sidebar “Company spotlight: Unilever and Chime.”)联合利华鼓励团队在有明确假设和价值案例的前提下构建 AI 智能体，在决定如何推广之前，先自下而上地测试想法；而 Chime 则通过削减部分创意预算来鼓励团队内部创新。模式很明确：关注人，才能让技术发挥作用。（关于一些公司如何进行 AI 驱动的营销转型，请参阅侧边栏“公司聚光灯：联合利华与 Chime”。）
3. Rewire the marketing operating model for the human-agent era3. 为人机协作时代重构营销运营模式
The unit of change in rewiring the marketing organization is the workflow—how the work is done end to end. That means breaking down high-priority workflows by task and determining what AI capability or person can perform those tasks and what skills are needed.重构营销组织的变革单位是“工作流程”——即工作如何端到端地完成。这意味着需要按任务拆解高优先级工作流程，确定哪些任务由 AI 能力完成，哪些由人完成，以及需要什么技能。
This shift is already starting to have profound implications on how teams operate. Many of the tasks that once required significant human effort can now be partially or fully automated with AI. While some marketing organizations might get smaller, role distribution is also likely to change, with fewer purely executional people and more people focused on orchestration, judgment, integration, and AI management.这种转变已经开始对团队运作方式产生深远影响。许多曾经需要大量人力投入的任务，现在可以部分或完全通过 AI 自动化。虽然一些营销组织可能会精简，但角色分布也可能发生变化，纯执行型人员减少，而专注于编排、判断、整合和 AI 管理的人员将增加。
The CMOs we interviewed and our own experience highlight the important talent and organizational implications of this shift:我们采访的 CMO 以及我们的经验强调了这一转变对人才和组织的重要影响：
All teams will be hybrid teams requiring new skills. A range of CMOs and marketing leaders have offered a compelling view of marketing skills by breaking them into three types:所有团队都将成为需要新技能的混合型团队。众多 CMO 和营销领导者通过将营销技能分为三类，提出了引人注目的观点：
CMOs should start determining what those skills are, rethink roles, then build up small working teams to pilot new ways of working. The survey highlights the importance of role clarity as a critical enabler of adoption, particularly in organizations that have moved beyond early experimentation.CMO 应着手确定这些技能，重新思考角色，然后组建小型工作团队来试点新的工作方式。调查强调，角色明确是推动应用的关键因素，特别是在那些已经超越早期实验阶段的组织中。
As part of this broader rethink, CMOs need to revisit their hiring practices to find the people they need. At Chime, for example, when hiring creatives, interviewers provide candidates with a brief at 10am and schedule the pitch for 2pm. The only possible way to deliver that is to work with AI.作为更广泛反思的一部分，CMO 需要重新审视招聘实践以找到所需人才。例如，在 Chime 招聘创意人员时，面试官会在上午 10 点给候选人一个简报，并安排在下午 2 点进行提案。交付这一任务的唯一方法就是与 AI 协作。
Silos will erode requiring a new organizational model. “AI agents don’t respect silos.” That insight from Gulin-Merle underscores a massive shift in the marketing organization. Over time, marketing became very specialized. AI agents can now easily broach functional silos, which means traditional reporting structures, organizational models, and career life cycles will change.孤岛将被打破，需要新的组织模式。“AI 智能体不尊重孤岛。” Gulin-Merle 的这一洞察强调了营销组织的巨大转变。随着时间的推移，营销变得高度专业化。现在，AI 智能体可以轻松跨越职能孤岛，这意味着传统的报告结构、组织模式和职业生命周期都将发生变化。
With AI taking over more execution roles, one scenario is that fewer people will be needed in the lower layers of the organization. In that case, the traditional organizational pyramid will shift to look more like a diamond, affecting hiring and skill-building programs (Exhibit 4).随着 AI 接管更多执行角色，一种可能的情况是组织底层所需的人数会减少。届时，传统的金字塔型组织结构将转变为类似钻石的形状，从而影响招聘和技能培养计划（图表 4）。
CMOs should start immediately working with HR leadership to rethink spans of control (silos and layers), how reporting and accountability structures should evolve, and what team compositions should be.CMO 应立即与人力资源领导层合作，重新思考管理跨度（孤岛和层级）、报告与问责结构应如何演变，以及团队组成应如何规划。
Skill building will be more like continuous coaching and less like training. “AI won’t necessarily take your job. But marketers who know how to use AI may.” However you feel about the effect of AI on the job market, this view from Gulin-Merle underscores the urgency of developing new skills.技能培养将更像是持续的辅导，而非培训。“AI 不一定会取代你的工作。但懂得如何使用 AI 的营销人员可能会。” 无论你如何看待 AI 对就业市场的影响，Gulin-Merle 的这一观点都强调了培养新技能的紧迫性。
Traditional episodic training programs aren’t enough. Upskilling needs to be more continual with an emphasis on coaching and support. That includes, for example, providing experts who help teams with hands-on and how-to guidance around their specific issues. To support this effort, CMOs need to identify change champions within the organization to work with teams, set specific skills standards for a range of roles, and put in place metrics that track both skills development and team outcome improvement.传统的阶段性培训项目已不足够。技能提升需要更加持续，并强调辅导和支持。例如，这包括提供专家，帮助团队针对具体问题进行实操指导。为了支持这一努力，CMO 需要在组织内确定变革倡导者与团队协作，为各类角色设定具体的技能标准，并建立指标来跟踪技能发展和团队成果的改进。
Skills development needs to happen at the top, too. That starts with CMOs building up their own AI muscles and role-modeling AI work habits. Too many still turn to gen AI tools to write reports and then just send them to teams to “implement.” That’s a superficial approach that leads to superficial results. Meaningful impact comes when CMOs embed AI into their own workflows and spend more time with their teams to understand how systems operate.技能发展也需要在高层进行。这始于 CMO 建立自己的 AI 能力并以身作则。太多的 CMO 仍然只是利用生成式 AI 工具撰写报告，然后直接发给团队去“执行”。这是一种表面化的做法，只会导致表面化的结果。当 CMO 将 AI 融入自己的工作流程，并花更多时间与团队一起了解系统如何运行时，才能产生实质性的影响。
Unilever has made this point a priority. “We are piloting an AI capabilities index that allows us to benchmark our leaders’ use of AI to understand deeper adoption as well as effective and responsible use of AI,” says Unilever’s Sykes.联合利华将这一点作为优先事项。联合利华的 Sykes 表示：“我们正在试点一个 AI 能力指数，让我们能够对领导者的 AI 使用情况进行基准测试，从而深入了解 AI 的应用情况以及有效和负责任的使用方式。”
AI is a powerful technology, but only CMOs who can manage the people side of the change equation will be able to harness the abundance it can deliver.AI 是一项强大的技术，但只有能够管理变革方程式中“人”这一侧的 CMO，才能驾驭它所能带来的丰裕成果。
This requires CMOs to turn AI enthusiasm into a new operating muscle by building confidence, aligning the C-suite, rethinking skills, and creating a marketing organization where humans and agents can work together effectively.这要求 CMO 通过建立信心、协调高管层、重新思考技能，并创建一个人类与智能体能有效协作的营销组织，将对 AI 的热情转化为一种新的运营能力。
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