Future Marketing Leaders 2026: AI, data and bold creativity as the biggest opportunities for marketing

Marketing opportunity in 2026 is increasingly defined by how well marketers recognise change early and then build the skills, tools and technology to respond. One of the core responsibilities of marketing is to identify where future growth can come from, then translate that opportunity into practical action across brand, product, pricing and communications. This matters because consumer expectations, media environments and business conditions are shifting quickly, and marketing is expected to contribute directly to growth rather than operate as a standalone communications function.

This article is written for marketers and marketing leaders who want a clear view of what the industry should be embracing next. It draws on perspectives from Marketing Week’s 2026 Future Marketing Leaders, sponsored by Digitas, a cohort designed to spotlight and celebrate tomorrow’s CMOs. The cohort members are already making a demonstrable impact across the organisations they have worked for, and their answers repeatedly return to three opportunity areas: using AI without losing authenticity, harnessing data for better decisions and credibility, and taking bold creative steps to earn attention and trust.

What opportunities should the marketing industry be embracing in 2026?

The most consistently identified opportunities for marketing in 2026 are practical, not abstract. The cohort points to using artificial intelligence to increase pace and capability, using data and insight to improve relevance and prove business impact, and investing in bold creativity that helps brands stand out in a crowded media environment. These opportunities connect because each one affects how marketing performs as a growth driver. AI changes how work is produced and how consumers behave. Data changes how decisions are made and justified. Creativity changes whether work is noticed, remembered and trusted.

The shared theme across these opportunity areas is human value. Even where the topic is technology, the focus remains on how marketing can create more meaningful experiences, clearer differentiation and stronger trust. Several leaders also stress that marketing needs to be able to explain its impact in ways that are credible inside the business, which requires measurement discipline as well as creative ambition.

The upside of AI in marketing, and why authenticity still matters

Generative AI has created anxiety for many marketers, but the Future Marketing Leaders are largely optimistic about the opportunities AI brings. AI is described as the most commonly cited opportunity by the 2026 cohort, and its potential is framed as broad across the discipline. Compare the Market director of performance marketing Julia Klein says its “impact spans every part of the discipline” (Julia Klein). This statement positions AI as a cross-functional capability, not a niche tool limited to content production or media buying.

Klein also highlights that AI changes more than internal workflows. “To market effectively in an AI-driven world, we need to not only understand what these tools can do for us as professionals but also how consumers themselves are adapting to and adopting AI,” she says (Julia Klein). This matters because consumer adoption can change how people search, evaluate, compare and purchase, which then changes what marketing needs to optimise for. The implication is that marketers need both operational AI literacy and behavioural insight into AI-enabled consumer journeys.

The cohort’s optimism about AI is repeatedly paired with a warning against losing brand distinctiveness. Workspace head of marketing Cherry Tian describes AI as a way to create capacity for work that is explicitly human-led. “Marketers who embrace AI as a collaborative partner will free up time for higher value, human-led activities, such as higher-order strategy, critical thinking, truly original and disruptive creative development, and building genuine human connections with their audience,” says Tian (Cherry Tian). This frames AI as a productivity and enablement layer, while positioning strategy, originality and connection as the differentiators that should not be automated away.

ITV head of brand Lucy Pack describes AI as powerful for speed but risky for sameness. “This power carries the intrinsic risk of convergence, where every brand, using the same tools, sounds and looks the same,” she says (Lucy Pack). Pack then defines the competitive response in human terms: “The solution lies in recognising that our customers are human, not robots, and treating authenticity as our ultimate competitive edge.” (Lucy Pack). In practical terms, this means the opportunity is not simply to adopt AI, but to adopt AI in a way that preserves distinctive brand assets, tone of voice and genuine customer understanding.

Authenticity is also connected to responsible data use and channel presence. Virgin StartUp marketing lead Tanya Fihosy says “combining insight with authenticity” is what will power marketers (Tanya Fihosy). Fihosy then defines what that combination means operationally: “That means using data responsibly, creating content that feels human, and showing up where it matters most,” she says (Tanya Fihosy). This positions authenticity as a set of choices about governance, creative quality and prioritisation, rather than a vague brand value.

Harnessing data: turning insight into relevance, product decisions and proof of impact

Harnessing data is presented as both a growth lever and a credibility lever. The cohort repeatedly returns to the idea that marketers have access to more consumer data than ever, and that the opportunity lies in turning that data into insight and action. Renault head of brand Lewis Beale links this to fast-changing industries, using car manufacturing and the growth of the EV market as an example. Beale argues that data helps marketers keep pace with changing needs and better shape commercial decisions. “When we understand shifts in value, technology expectations, and brand trust, we can position our models and specifications exactly where customers are headed,” he says (Lewis Beale). This statement frames marketing insight as an input into product and specification choices, not only messaging.

Data is also described as the route to more personalised and meaningful experiences. EY marketing manager Negin Niroomand defines the opportunity as using data and insights to create experiences that feel genuinely valuable to the customer. “Consumers and clients expect more than relevant messaging, they want interactions that feel purposeful, timely and human,” she says (Negin Niroomand). This is an important distinction for planning and measurement because it moves the goal from relevance alone to perceived purpose and human tone. It also implies that data should be used to improve timing, context and usefulness, not only targeting.

A separate but related opportunity is using data to demonstrate marketing’s value inside organisations. The cohort highlights a common perception that marketing is “softer” than functions such as sales and finance, and therefore harder to measure. Kenvue marketing director Sarah Millbanks argues that the availability of data should make value demonstration easier, but only if marketers build the right measurement habits and skills. “We often talk about the challenge of demonstrating the value of marketing, with so much data available that should become easier, but we need to have clear goals, consistent measurement and keep upskilling ourselves so we can lead organisations to continue to meet the evolving needs of our consumers,” she says (Sarah Millbanks). This frames the opportunity as organisational leadership as much as analytics.

NatWest marketing manager Olivia Williams makes the growth case explicit. “The biggest opportunity is to show that marketing is far more than a support function, it’s a driver of growth,” says Williams (Olivia Williams). Williams then links credibility to a balanced skill set. “By combining data with creativity and clearly articulating the value we bring as marketers, we can earn the credibility and influence marketing deserves,” she adds (Olivia Williams). This positions measurement, creativity and stakeholder communication as a combined discipline, rather than separate specialisms.

Cambrionix director of marketing and communications Emma Price adds an effectiveness-focused approach to measurement that includes learning from failure. “Start by embracing the data, get your head in the numbers and be impartial in your reporting, demonstrating an activity that doesn’t work is just as important as sharing something that does,” she advises (Emma Price). This statement defines impartial reporting as part of effectiveness, and it implies that the opportunity is not only to measure outcomes but to build decision-making systems that improve future performance.

Taking bold steps: why creativity and calculated risk still drive growth

Bold creativity is presented as a necessary response to modern competition for attention. The cohort argues that while technology and data matter, brands still need creative work that is distinctive and memorable. KFC UK and Ireland senior brand manager Phoebe Syms frames this as a deliberate choice to support unconventional ideas. “As marketers, we should be backing big, bold and unconventional creative ideas which drive the industry forward,” says Syms (Phoebe Syms). Syms then describes the mindset required to do that consistently: “We should be looking to push the boundaries and take calculated risks which make those we work with at the top feel just that tiny bit nervous.” (Phoebe Syms). This defines boldness as intentional risk-taking with internal confidence, rather than randomness.

The cohort also links boldness to the realities of the media environment. Burger King UK head of brand and communications Suzi Hoy describes an era of high message volume where differentiation is the only way to be noticed. “In an era where consumers are bombarded with messaging from thousands of brands, the brands that stand out are those that aren’t afraid to be bold, to have an opinion, to be challenging, to show personality, and to communicate their values with confidence,” she says (Suzi Hoy). This frames bold creativity as a route to clarity and recognisable brand character, which supports memory and preference.

Trust is presented as the longer-term outcome of effective differentiation. Lenovo consumer marketing director Wahid Razali links the need to cut through algorithmic environments to a focus on audience understanding and trust-building. “Obsess about your audience. Still the timeless answer. It’s not just about knowing who they are, it’s understanding why they should care,” he says (Wahid Razali). Razali then summarises the trade-off marketers face: “Attention is scarce, but trust is the real currency.” (Wahid Razali). This positions trust as the durable asset that makes attention worthwhile, and it implies that bold creativity must be aligned with audience relevance and brand credibility.

A practical framework: how to balance AI, data and creativity without losing the human centre

AI, data and bold creativity are not competing priorities in this cohort’s view. The opportunity is to integrate them into a single operating model where technology increases capability, data improves decisions, and creativity builds distinctiveness and trust. A practical way to apply this is to treat each area as a different type of input into the same goal, which is sustainable brand and business growth.

A useful working framework is:

1. AI as capability: Use AI to increase speed and scale, but define brand guardrails that prevent convergence in tone, look and messaging.
2. Data as direction: Use insight to understand shifts in consumer value, expectations and trust, then translate that into product, pricing and experience decisions.
3. Creativity as differentiation: Back bold ideas and calculated risks that express brand values clearly and build memorability.
4. Measurement as credibility: Set clear goals, measure consistently, and report impartially so marketing’s impact is understood inside the organisation.
5. Authenticity as the control system: Use authenticity to decide what should be automated, what should be human-led, and how the brand should show up.

This framework is designed to be operational. Each element can become a separate workstream, with its own owners, governance and measurement, while still supporting a shared growth narrative.

What changes next, and how marketers can prepare

The cohort’s comments imply that marketing capability expectations will continue to broaden. Marketers will need to understand AI tools and their limits, and also how consumers are adopting AI in their own decision-making. Marketers will also need stronger data literacy, not only to target and personalise but to demonstrate impact with clear goals and consistent measurement. At the same time, the need for bold, distinctive creativity remains, because high message volume and algorithmic distribution make it harder to earn attention and trust.

Preparation therefore looks like capability building across three fronts: AI literacy that supports human-led strategy and originality, data skills that translate insight into action and proof, and creative confidence that enables calculated risk while staying aligned to brand principles. The opportunity is strongest for teams that can combine these areas into a coherent way of working, rather than treating them as separate initiatives.

FAQ: Future Marketing Leaders 2026 opportunities

What is the biggest opportunity for marketers in 2026?

The cohort most commonly cites AI as a major opportunity, while also emphasising that AI adoption should support human-led strategy, originality and authentic connection with customers.

How can marketers use AI without making brands look the same?

Lucy Pack warns that AI creates “the intrinsic risk of convergence, where every brand, using the same tools, sounds and looks the same” (Lucy Pack). The proposed response is to prioritise authenticity and keep brand distinctiveness central to how AI is used.

Why is data such a recurring theme for marketing leaders?

The cohort links data to faster-changing markets and higher consumer expectations. Data is also positioned as a way to create more purposeful experiences and to demonstrate marketing’s value through clear goals and consistent measurement.

How does data help marketing prove business impact?

Sarah Millbanks highlights the need for “clear goals, consistent measurement and keep upskilling ourselves” (Sarah Millbanks). Emma Price adds that impartial reporting matters, including showing when activity does not work (Emma Price).

Why is bold creativity still important when AI and data are improving?

Phoebe Syms argues for “big, bold and unconventional creative ideas” and “calculated risks” (Phoebe Syms). Suzi Hoy links boldness to standing out in a crowded messaging environment (Suzi Hoy).

What do marketing leaders mean by trust as a priority?

Wahid Razali states, “Attention is scarce, but trust is the real currency.” (Wahid Razali). This frames trust as the durable outcome that supports long-term effectiveness.

Takeaway model: the Human Advantage Loop

The cohort’s opportunity areas can be summarised as a repeatable model that keeps marketing human-centred while embracing new capability.

• Use AI to increase capability so teams can move faster and focus more time on strategy and originality.
• Use data to improve direction so decisions reflect real shifts in consumer value, expectations and trust.
• Use bold creativity to differentiate so brands earn attention and communicate values with confidence.
• Use measurement to build credibility so marketing is recognised as a driver of growth.
• Use authenticity to protect distinctiveness so technology strengthens, rather than dilutes, what makes a brand recognisable and trusted.