Part Two
Overcoming Obstacles to Marketing Agility
If Part One highlighted the paradox between AI integration and campaign speed, Part Two explores why that gap persists.
Nearly half of respondents (49%) say AI is a frequent part of their workflow, while 27% describe it as extensive.
Only a quarter (24%) use it occasionally, and not a single respondent avoids AI altogether. On the surface, this paints a picture of a sector that has embraced advanced tools and automation.
When asked how important reducing execution time is for competitiveness, the responses were more mixed, but all recognised agility as a factor. More than half (53%) described it as “somewhat important,” 30% said “very important,” and 17% considered it “critical.”
The open-ended responses reveal why. Many leaders highlighted the need for greater automation, from AI-driven A/B/n testing and predictive analytics to automated personalisation engines that adapt to live events. Others pointed to the importance of real-time data visibility, calling for dashboards, closed-loop analytics systems, and rapid experimentation frameworks. There was also a strong demand for process standardisation: consistent creative briefs, pre-launch checklists, clearer handovers, and tiered approval systems designed to prevent bottlenecks.
Alongside technology and process, people and culture emerged as critical factors. Respondents called for training in data literacy, SQL, storytelling, and agile project management. They stressed the need for more efficient onboarding and mentoring to reduce ramp-up times, as well as regional empowerment so that local teams could act independently without waiting on head office.
Taken together, the responses show that AI alone is not the silver bullet. Agility depends on structural change: streamlined processes, smarter tools, empowered teams, and a culture of continuous improvement.
Of respondents say AI has become a frequent part of their workflow
Case in Point
FDJ United, one of the world’s largest operators, once faced challenges voiced by many respondents. Campaigns were slow, requiring up to seven teams and taking six weeks to launch. By rethinking their processes and embracing a more agile culture, FDJ United transformed their approach. Campaigns that once demanded layers of coordination and approvals can now be executed in just one day — often by a single marketer .
The result? Faster responses to live sporting events, smoother compliance workflows, and personalised engagement at scale.
Watch the video to hear how FDJ United rewrote the rules of marketing agility.
