cmo革命：利用ai赢得增长的五大战略举措

5 growth movesto win with AI About the study The IBM Institute for Business Value (IBM IBV) 2025 CMO Studyconducted a survey of 1,800 CMOs and CSOs across 24 industriesand 33 geographies. Our analysis uncovered five growth movesdistinguishing tomorrow’s trailblazers from those at risk of being leftbehind. This report uncovers the five bold moves fueling sustainablerevenue growth and lasting relevance. The future belongs to those whomaster the delicate dance between Big Ideas and flawless execution. The cover concept, most of the imagery, and the figures in this reportwere developed using generative AI. IBM IBV designers used Adobe Firefly to iterate on the cover imageconcept, then created the final image manually. Designers also translatedeach of the “market-defining moves” into prompts, then used theseprompts within Adobe Firefly to generate imagery that inspired the basisand structure for each move. We’ve used this marker throughoutto identify AI-generated images: Overall, the efficiency gained by integrating these tools into the designprocess is as follows: Concept—3 weeks to 1.5 days Imagery—2 weeks to 3 days Figures—1 week to 1 day Foreword Marketing and sales are in perpetualmotion. A massive leap in operationaldesign is the only way to stay ahead. The most successful marketing organizations of the next decade willnot be distinguished by bigger budgets or shinier tools—they’ll bedefined by their operational courage. In an era where Chief MarketingOfficer tenure is tenuous, these winners are dismantling what doesnot work and rebuilding marketing engines designed for a new reality.They have moved beyond the comfortable incrementalism that limitscareers. Instead, they embrace the radical operational transformationthat drives exponential growth and delivers the measurable businessimpact that matters. We have all seen brilliant marketing leaders get devoured by this paradox—and as a seniormarketing and communications executive, I know this challenge intimately. We arrive at our postsaround the globe speaking about customer journeys and lifetime value. If we do not perform,we find ourselves updating our LinkedIn profiles, casualties of an ever-growing execution gap.Bridging that technology and execution gap weighs heavy on many of us as we try to delivermeaningful growth to the business. The mathematics are merciless: CMO tenure continues its downward spiral while ouraccountability for driving revenue and growth climbs relentlessly upward. The pressureto deliver measurable ROI to the business has never been higher, creating a pressure cookerdesigned to eliminate those who cannot adapt. Jonathan Adashek For too long, too many CMOs have obsessed over the “Big Idea.” Wehave chased more data, more tools, more campaigns—an insatiableappetite for “more” that has led to a brutal paradox.Many marketingorganizations, even with significant resources and sophisticatedtechnology at their disposal, are structurally incapable of deliveringthe ROI and growth that the business demands. It is an executiongap, a chasm between promise and delivery, and it is threateningto swallow us whole. Senior Vice PresidentMarketing and CommunicationsIBM The companies that will dominate the next decade are the ones with the deepest AI integrations.This means starting with AI at the core of the organization and building the right operating modeland team on top of that. For many of us, this means being willing to admit that our currentmarketing model—no matter how comfortable, how familiar, or how challenging to replace—isnot delivering what is needed and actively sabotaging our future. This report is not written to offer comfortable truths or incremental improvements. It revealsfive transformational moves that can separate organizations built to win from those designedto disappoint. The choice between futures will determine which marketing organizations aretruly delivering what the business requires when the moment of truth arrives. The irony is not lost: CMOs are being undermined by operationalrealities built for a bygone marketing era. AI, the game-changer we allrecognize, sits largely untapped, paralyzed by rigid, fragmented systemscompounded by significant change management challenges. Too manyof us are standing on the precipice of a new era, armed with astoundingtechnology and capabilities, yet bound by operating models that deliverthe agility of a battleship instead of the fighter jet that is needed. We at IBM believe you should give your Big Ideas the spot-on execution they deserve. I hopeyou use this report to get started. onmarketing ROI The unseendrag The modern CMO faces a stark reality: despite commanding larger budgets, more sophisticatedtools, and unprecedented access to customer data, most marketing organizations are structurallyincapable of delivering the results boards now demand. This isn’t just an operational challenge—it’s an existential threat. of CMOs say they are nowresponsible for profitabili