{"id":14455,"date":"2026-05-22T15:56:53","date_gmt":"2026-05-22T13:56:53","guid":{"rendered":"https:\/\/chapmanbright.com\/?post_type=resources&#038;p=14455"},"modified":"2026-05-22T16:19:05","modified_gmt":"2026-05-22T14:19:05","slug":"anticon-2026-learnings","status":"publish","type":"resources","link":"https:\/\/chapmanbright.com\/nl\/resources\/trends-insights\/anticon-2026-learnings\/","title":"What I Took Home from AntiCon London: AI Will Not Fix Broken Marketing Operations","content":{"rendered":"","protected":false},"parent":0,"template":"","cb_resources_category":[90],"class_list":["post-14455","resources","type-resources","status-publish","hentry","cb_resources_category-trends-insights"],"acf":{"banner":14457,"title":"What I Took Home from AntiCon London: AI Will Not Fix Broken Marketing Operations","text_overview":"","image":14459,"button":"Read","components":[{"acf_fc_layout":"layout_textblock_full","background":"none","title":"","text":"Yesterday I attended AntiCon in London, an event focused on the future of marketing organizations, AI, operating models, capability building, and transformation.\r\n\r\nWhat stood out to me most was not the technology itself. Speakers came from organizations like Amazon, Reckitt, Moody\u2019s, PassFort, and Barilla, but despite their very different backgrounds, many converged on remarkably similar conclusions.\u00a0It was how many of the sessions ultimately converged on the same uncomfortable conclusion:\r\n\r\n<strong>Most organizations are still trying to solve structural problems with tooling.\u00a0And AI is about to amplify that mistake.<\/strong>\r\n\r\nThat matters because many B2B organizations are currently under enormous pressure to \u201cdo something with AI.\u201d Boards ask for it. Competitors announce it. Vendors promise it. Teams experiment with it.\u00a0But if the underlying operating model is fragmented, undocumented, overloaded with manual workarounds, or disconnected from business reality, adding AI does not create transformation.\u00a0It scales chaos faster.\r\n\r\nAt Chapman Bright, this strongly aligns with how we already look at automation and AI. We believe transformation is not a tooling exercise. It is a systems exercise. The real challenge is rarely whether a company has access to AI. The challenge is whether the organization is structurally ready to benefit from it.\r\n\r\nBelow are the biggest themes I took home from AntiCon and what I believe ambitious B2B organizations should pay attention to right now.","button":null},{"acf_fc_layout":"layout_textblock_full","background":"none","title":"","text":"[gallery columns=\"4\" link=\"none\" size=\"full\" ids=\"14460,14462,14464,14466\"]","button":null},{"acf_fc_layout":"layout_textblock_full","background":"grey-light","title":"1. Your real operating model probably does not exist on paper","text":"Anca Pintilie, who previously led marketing transformation initiatives at Amazon, described something many organizations quietly struggle with: \u201cghost processes.\u201d\r\n\r\nThese are undocumented dependencies, informal approvals, inherited workarounds, tribal knowledge, and pressure-driven shortcuts that keep operations running.\u00a0The most important observation:\u00a0The real operating model often does not exist in the org chart, the process documentation, or the workflow diagrams.\u00a0It exists in people.\r\n\r\nThat becomes dangerous in an AI era.\u00a0Many organizations still operate in structures originally designed to compensate for limitations in technology. Over time, employees built invisible bridges between disconnected systems, missing processes, and organizational silos.\u00a0Some of those workarounds became institutionalized.\u00a0People built careers around navigating complexity nobody fully documented.\r\n\r\nNow AI enters the picture. And suddenly organizations try to automate processes they do not fully understand themselves.\u00a0This is why discovery work matters more than ever.\u00a0Not shallow requirements gathering.\u00a0Real operational discovery.\r\n\r\n<strong>The kind that asks uncomfortable questions:<\/strong>\r\n<ul data-spread=\"false\">\r\n \t<li>What decisions get made before the meeting officially starts?<\/li>\r\n \t<li>What knowledge only exists because someone remembers it?<\/li>\r\n \t<li>Which activities survive because they are measurable, not because they are valuable?<\/li>\r\n \t<li>What step gets skipped when pressure increases?<\/li>\r\n \t<li>Which metric changes behavior and which one only gets reported?<\/li>\r\n<\/ul>\r\nThese questions reveal operational truth.\u00a0And operational truth matters because AI will amplify whatever system already exists underneath.\u00a0If the foundation is fragmented, AI scales fragmentation.\u00a0If the process is strong, AI scales productivity.\u00a0This is one of the reasons why at Chapman Bright we often start with process mapping, stakeholder discovery, governance discussions, and operational maturity before jumping into tooling.\r\n\r\nBecause this is not primarily a tooling problem.\u00a0It is a capability problem.","button":null},{"acf_fc_layout":"layout_textblock_full","background":"none","title":"2. Companies do not transform. People do.","text":"Another strong theme throughout the event, especially in the session by Veronika Kryuchkova, Global Head of Capability Building at The Marketing Academy at Reckitt, was that transformation failure is often misunderstood.\r\n\r\nOrganizations frequently talk about \u201cresistance to change.\u201d\r\nBut what if resistance is not the real issue?\u00a0Veronika Kryuchkova framed it differently.\r\n\r\nPeople internally ask themselves five very human questions during transformation:\r\n<ol>\r\n \t<li>Do I still matter in this new world?<\/li>\r\n \t<li>What does \u201cgreat\u201d now look like?<\/li>\r\n \t<li>Can I actually do this?<\/li>\r\n \t<li>How do I succeed here?<\/li>\r\n \t<li>Who do I rely on now?<\/li>\r\n<\/ol>\r\nThat framing is important. Because most AI discussions currently focus on technology capability, while the real bottlenecks are often clarity, confidence, capability, trust, and leadership behavior. This also explains why so many AI initiatives stall after pilot phases. The tooling works. But the organization does not structurally adapt around it. People revert back to old behaviors because the new standard was never embedded into daily work.\r\n\r\nOne insight from Veronika Kryuchkova that particularly stayed with me:\u00a0\u201cWhat gets recognized becomes the real standard.\u201d\r\n\r\nThat sounds simple.\u00a0But it exposes a huge issue. Many leadership teams verbally push AI adoption while still rewarding old operating behavior.\u00a0Organizations ask people to experiment, automate, redesign workflows, and challenge assumptions.\r\n\r\n&nbsp;\r\n\r\nYet recognition, visibility, incentives, and promotions still reward:\r\n<ul>\r\n \t<li>firefighting<\/li>\r\n \t<li>manual heroics<\/li>\r\n \t<li>reactive execution<\/li>\r\n \t<li>local optimization<\/li>\r\n \t<li>activity volume instead of structural improvement<\/li>\r\n<\/ul>\r\nYou cannot build a modern operating model while rewarding legacy behavior. This is also why we strongly believe enablement cannot be separated from transformation.\u00a0Training alone is insufficient.\r\n\r\nPeople need:\r\n<ul>\r\n \t<li>clarity on the new standard<\/li>\r\n \t<li>practical workflows<\/li>\r\n \t<li>governance<\/li>\r\n \t<li>confidence-building<\/li>\r\n \t<li>operational support<\/li>\r\n \t<li>leadership reinforcement<\/li>\r\n \t<li>human-in-the-loop structures<\/li>\r\n<\/ul>\r\nAI adoption is ultimately an organizational design challenge. Not a prompt engineering challenge.","button":null},{"acf_fc_layout":"layout_textblock_full","background":"grey-light","title":"3. AI changes the balance between execution and judgment","text":"Carlos Doughty\u2019s session on redesigning marketing organizations for the AI era focused heavily on how AI changes the nature of marketing work itself. Historically, many marketing teams spent the majority of their time on execution:\r\n<ul>\r\n \t<li>campaign setup<\/li>\r\n \t<li>content formatting<\/li>\r\n \t<li>reporting<\/li>\r\n \t<li>segmentation<\/li>\r\n \t<li>coordination<\/li>\r\n \t<li>administration<\/li>\r\n \t<li>production work<\/li>\r\n<\/ul>\r\nThe claim was made that AI fundamentally inverts that balance. Execution increasingly becomes automated. Judgment becomes more important. That observation strongly resonates with what we already see happening in practice. The organizations that benefit most from AI are not necessarily those using the most tools. They are the organizations redesigning workflows around:\r\n<ul>\r\n \t<li>orchestration<\/li>\r\n \t<li>decision quality<\/li>\r\n \t<li>governance<\/li>\r\n \t<li>operational alignment<\/li>\r\n \t<li>data structure<\/li>\r\n \t<li>business context<\/li>\r\n \t<li>human oversight<\/li>\r\n<\/ul>\r\nThis is also where many current AI narratives become too simplistic.\u00a0People often ask:\u00a0\u201cWill AI replace marketers?\u201d\u00a0That is probably the wrong question.\u00a0A better question is:\u00a0\u201cWhat work should humans still own when execution becomes close to infinite?\u201d\r\n\r\nCarlos Doughty described future organizations as blended human and digital teams.\u00a0I think that framing is useful.\u00a0Machines increasingly handle:\r\n<ul>\r\n \t<li>production at scale<\/li>\r\n \t<li>anomaly detection<\/li>\r\n \t<li>orchestration<\/li>\r\n \t<li>monitoring<\/li>\r\n \t<li>personalization<\/li>\r\n \t<li>routing<\/li>\r\n \t<li>repetitive execution<\/li>\r\n<\/ul>\r\nHumans increasingly focus on:\r\n<ul>\r\n \t<li>strategic judgment<\/li>\r\n \t<li>quality control<\/li>\r\n \t<li>governance<\/li>\r\n \t<li>creativity<\/li>\r\n \t<li>stakeholder alignment<\/li>\r\n \t<li>prioritization<\/li>\r\n \t<li>systems thinking<\/li>\r\n \t<li>exception handling<\/li>\r\n<\/ul>\r\nThis also aligns with our own perspective at Chapman Bright.\u00a0AI should not remove humans from the process.\u00a0It should remove unnecessary friction from the process.\u00a0The goal is not replacing people.\u00a0The goal is enabling people to focus on higher-value work.","button":null},{"acf_fc_layout":"layout_textblock_full","background":"none","title":"4. AI without operational discipline creates fragility","text":"One of the strongest observations during the event came from Anca Pintilie: <em>Stack investment without operational discipline amplifies fragility.<\/em>\r\n\r\nThat line stayed with me.\u00a0Because many organizations currently mistake AI experimentation for transformation.\u00a0Rolling out ChatGPT licenses is not an operating model. Adding copilots to workflows is not governance. Building disconnected AI experiments is not scalability. This is where many organizations risk repeating mistakes from earlier MarTech waves.\u00a0We already saw this happen with:\r\n<ul>\r\n \t<li>marketing automation<\/li>\r\n \t<li>low-code\/no-code tooling<\/li>\r\n \t<li>CRM implementations<\/li>\r\n \t<li>customer data platforms<\/li>\r\n \t<li>campaign operations<\/li>\r\n<\/ul>\r\nWithout structure, governance, ownership, and operating principles, complexity compounds.\u00a0And AI accelerates that compounding effect.\u00a0That is why some of the strongest organizations at the event focused heavily on:\r\n<ul>\r\n \t<li>shared AI language<\/li>\r\n \t<li>role clarity<\/li>\r\n \t<li>workflow standards<\/li>\r\n \t<li>governance frameworks<\/li>\r\n \t<li>capability building<\/li>\r\n \t<li>operating models<\/li>\r\n \t<li>practical enablement<\/li>\r\n \t<li>roadmap-driven adoption<\/li>\r\n<\/ul>\r\nNot just tooling.\u00a0This is also why we increasingly position automation and AI as operational capabilities instead of isolated projects.\u00a0The organizations that will outperform are likely not those experimenting the fastest.\u00a0But those institutionalizing productivity gains most effectively.","button":null},{"acf_fc_layout":"layout_textblock_full","background":"grey-light","title":"5. Signal-led organizations will outperform campaign-led organizations","text":"Dr. Christine Bailey, former global marketing leader at Moody\u2019s and fintech scale-up PassFort, focused on the shift from campaign-led execution toward signal-led operations.\r\n\r\nThe observation:\u00a0Most of the B2B buying journey now also happens without direct interaction with vendors.\r\n\r\nBuyers increasingly rely on:\r\n<ul>\r\n \t<li>peer networks<\/li>\r\n \t<li>independent research<\/li>\r\n \t<li>communities<\/li>\r\n \t<li>digital signals<\/li>\r\n \t<li>AI-assisted discovery<\/li>\r\n<\/ul>\r\nThat changes the game.\u00a0Reach alone matters less. Context matters more.\u00a0Timing matters more.\u00a0Signal interpretation matters more.\u00a0This is where AI can genuinely create enormous value.\u00a0Not by generating more noise.\u00a0But by helping organizations:\r\n<ul>\r\n \t<li>detect intent<\/li>\r\n \t<li>identify operational patterns<\/li>\r\n \t<li>route opportunities faster<\/li>\r\n \t<li>enrich context<\/li>\r\n \t<li>prioritize focus<\/li>\r\n \t<li>align sales and marketing decisions<\/li>\r\n<\/ul>\r\nOne phrase from Christine Bailey\u2019s session captured the challenge perfectly: <em>\u201cWithout contextual intelligence, activity becomes noise.\u201d<\/em>\r\n\r\nThat is highly relevant for many B2B organizations today.\u00a0Because many teams are still drowning in disconnected activities:\r\n<ul>\r\n \t<li>disconnected campaigns<\/li>\r\n \t<li>disconnected tools<\/li>\r\n \t<li>disconnected reporting<\/li>\r\n \t<li>disconnected ownership<\/li>\r\n \t<li>disconnected customer signals<\/li>\r\n<\/ul>\r\nAI can absolutely improve this.\u00a0But only when embedded into structured operational systems.\u00a0Otherwise organizations simply automate more disconnected activity.","button":null},{"acf_fc_layout":"layout_textblock_full","background":"none","title":"6. The future winners will combine AI with operational realism","text":"One thing I appreciated about AntiCon was that many speakers moved beyond simplistic AI hype. Richard Shotton\u2019s keynote on behavioral science and AI especially reinforced that technology alone is rarely the differentiator. The organizations and marketers who understand human behavior, decision-making, and operational reality best are likely the ones that will outperform.\r\n\r\nThe more mature discussions consistently returned to operational realism.\r\n\r\nNot:\u00a0\u201cHow can we use more AI?\u201d\r\nBut:\u00a0\u201cHow should work structurally change?\u201d\r\n\r\nThat is the more important question.\u00a0And honestly, many organizations are still early.\u00a0Not because they lack tooling.\u00a0But because:\r\n<ul>\r\n \t<li>processes remain fragmented<\/li>\r\n \t<li>governance remains unclear<\/li>\r\n \t<li>systems remain disconnected<\/li>\r\n \t<li>data quality remains inconsistent<\/li>\r\n \t<li>ownership remains blurry<\/li>\r\n \t<li>enablement remains shallow<\/li>\r\n \t<li>operating models remain reactive<\/li>\r\n<\/ul>\r\nThis is why we believe automation and AI adoption should be roadmap-led instead of request-driven.\u00a0Organizations need:\r\n<ul>\r\n \t<li>operational clarity<\/li>\r\n \t<li>measurable hypotheses<\/li>\r\n \t<li>governance structures<\/li>\r\n \t<li>scalable workflows<\/li>\r\n \t<li>human-in-the-loop safeguards<\/li>\r\n \t<li>capability building<\/li>\r\n \t<li>structured prioritization<\/li>\r\n<\/ul>\r\nOtherwise AI becomes another layer added onto already overloaded systems.\u00a0And overloaded systems eventually break.","button":null},{"acf_fc_layout":"layout_textblock_full","background":"grey-light","title":"Final thought","text":"If I would summarize my biggest takeaway from AntiCon in one sentence, it would probably be this:\u00a0<em>AI is forcing organizations to confront operational truths they were previously able to ignore.<\/em>\r\n\r\nThat sounds uncomfortable. But it is also the opportunity.\u00a0Because organizations that redesign workflows, governance, data structures, and operating models intentionally now will likely create enormous long-term advantages.\u00a0Not only in productivity.\u00a0But in adaptability.\u00a0And adaptability may become the most important capability of all.\r\n\r\nAt Chapman Bright, we strongly believe the future belongs to organizations that combine:\r\n<ul>\r\n \t<li>human judgment<\/li>\r\n \t<li>structured operating models<\/li>\r\n \t<li>automation<\/li>\r\n \t<li>AI<\/li>\r\n \t<li>governance<\/li>\r\n \t<li>measurable value creation<\/li>\r\n<\/ul>\r\nNot as isolated initiatives.\u00a0But as connected systems designed to compound over time.\u00a0Because in the end, AI is not the goal.\u00a0It is the vehicle.\u00a0The real transformation is how organizations redesign work itself.","button":null},{"acf_fc_layout":"layout_form","image":null,"title":"More great resources like this? 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I Took Home from AntiCon London: AI Will Not Fix Broken Marketing Operations","_yoast_wpseo_metadesc":"Read about what I took home from AntiCon London: AI will not fix broken marketing operations.","text_overview":null,"_text_overview":null,"subtitle":null,"_subtitle":null,"logo":null,"_logo":null,"image":"14458","_image":"field_5c7651f47d2e1","button":"Read","_button":"field_5cc848e646b9e","components_4_categories":null,"_components_4_categories":null,"text_intro":null,"_text_intro":null,"frontpage_image":null,"_frontpage_image":null,"event_date_day":null,"_event_date_day":null,"image_link":null,"_image_link":null,"_yoast_wpseo_opengraph-image":null,"_yoast_wpseo_opengraph-image-id":null,"_yoast_wpseo_twitter-image":null,"_yoast_wpseo_twitter-image-id":null,"_yoast_wpseo_opengraph-title":null,"_yoast_wpseo_opengraph-description":null,"_yoast_wpseo_twitter-title":null,"_yoast_wpseo_twitter-description":null,"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.3 - 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