Discoverability asks whether the machine knows you exist. Recommendability asks something else: whether the machine, given the choice between doing more work and just saying your name, takes the lazy option and says it. Most brands are optimizing for the first question. The lazy machine only ever cared about the second.

Everyone's selling you a score for how visible your brand is in AI. But being on the list and being the pick turn out to be loosely related, at best. We tested 56 brands across seven categories to find out what actually drives the recommendation, and what brands can do about it.

Despite the enormous AI hype cycle, most marketing organizations are stuck, paralyzed by fear and attempting to deploy new technology onto an unfinished digital foundation. We have five "no-regret moves" every CMO can take now to finally move past the promise and into the practice of AI adoption.

We keep talking about AI as a new tool for marketing teams. The bigger shift is that AI is becoming an active participant in buying decisions. When the “shopper” is a machine, visibility, clarity, and consistency start to matter in new ways.

To move from experimentation to transformation, leaders must focus on an unbreakable three-part formula. It's not about buying the best model; it's about grounding your strategy in the right process, aiming at the right customer purpose, and nurturing the right culture of psychological safety.

The Strategy-into-Action Readiness Scorecard is a great way to get an overview of what is needed to put a plan into action. Covering five key criteria, the scorecard shows where we're ready and where we're not.

Launch hangovers – the malaise that sets in after a big initiative or strategy has been revealed – are very real. Getting past the dip in enthusiasm after people start asking, "What do we do now?" takes effort. But by helping teams tap into a regenerative loop, rather than becoming entrenched in old habits, the great idea of the strategy can turn into great results.

Strategy has a habit of staying in the land of theory, not of the living. That’s a problem for obvious reasons.

Why implementing strategy can't be about the things you need to start doing without addressing things you can stop doing.