At a time when business leaders face market volatility, uncertain conditions, cost pressure, and unprecedented technological acceleration, marketing must position itself as a true barometer of management maturity.
Far from being merely a communication function, marketing now reveals how organizations balance discipline, trust, and innovation.
Evidence shows that companies need to refocus on the essentials. Branding is once again at the center of the strategic agenda, not as an aesthetic exercise, but as a business asset. In times of uncertainty, strong brands reduce risk, reinforce trust, stabilize relationships, and foster engagement with both customers and employees.
As management support tools become faster, more automated, and more accessible, marketing fundamentals gain even greater relevance. In an environment of stimulus overload and constant uncertainty, trust and emotional
connection emerge as the main differentiating factors. This contributes to brand building becoming increasingly interactive, evolving from one way communication to continuous dialogue with customers and communities. It is no coincidence that we are witnessing a shift from isolated campaigns to full funnel programs capable of combining long term brand value creation with short term conversion drivers.
From an internal perspective, the importance of the brand increasingly extends to all employees, becoming a central pillar in fostering internal culture. Employer branding has therefore moved beyond a human resources communication exercise to establish itself as a strategic management asset. In a labor market marked by talent scarcity, digital transparency, and new generational expectations, how an organization is perceived as an employer directly influences its ability to execute strategy, innovate, and grow.
Today, candidates evaluate companies with the same rigor they apply to consumer brands. Platforms such as LinkedIn, Glassdoor, and specialized forums provide immediate access to employee testimonials, leadership assessments, and management practices. It is no coincidence that a large majority of candidates consult online reviews before applying to a company. For executive management, this means that brand reputation is no longer under the exclusive control of the organization. It is built, validated, and amplified by those who work or have worked there.
Regarding strategic marketing management, investing in brand strength should focus on reinforcing predictability and resilience. This is what generates greater efficiency, rigor, and pressure for improved results. A study titled State of Marketing Europe 2026 reveals that, despite macroeconomic constraints, 72% of marketing leaders plan to increase their budgets, albeit under greater scrutiny. Demonstrating return on investment, managing budgets rigorously, and aligning marketing, sales, and customer experience have become core requirements of good governance practices.
Finally, generative artificial intelligence is beginning to be used as a tool for creative exploration and content generation, although significant gaps remain in skills and technological infrastructure. While it has the potential to profoundly transform productivity and personalization in marketing, 94% of European organizations have not yet moved beyond basic levels of AI maturity.
The low priority given to AI does not reflect a lack of potential, but rather strategic hesitation. Isolated pilot projects, the absence of clear operating models, and data weaknesses continue to prevent adoption at scale. For managers, the question is no longer whether AI creates value, but who in the market will be bold enough to capture it first.
In summary, being perceived as trustworthy is no longer merely a marketing imperative. It is now a management priority, with direct impact on competitiveness, sustainability, and the long-term legitimacy of organizations.
Pedro Celeste, Professor at CATÓLICA-LISBON