“Ai is really the revenge of the English major,” said Teresa Barreira, CMO of Digital Consultancy Publicis Sapient. “You no longer have to have computer science diploma.”
That’s because the AI conversation in marketing has to go beyond tools and talent. As machines take more heavy lifting, the real advantage is in grinding the skills that AI cannot replicate.
In a world where people are no longer the primary holders of information, intelligence will be defined less by having answers and more by asking the right questions. Critical thinking can soon codes if a core skill in the core – which gives Liberal Arts Majors a ready answer to the old question: “What are you going to do with that degree?”
Barreira is of the opinion that marketing organizations should invest in three human possibilities that technology cannot replace: curiosity, plasticity and leadership.
Curiosity
AI can detect patterns and surface data, but cannot ask “why”. That is why Barreira has built a “culture of explorers” in her team – a deliberate focus on creating opportunities to grow, to stretch and experiment skills.
“How do you learn curiosity and do you join everything you do?” she said. “One of the things I already do with my team is to build a culture of explorers, where we create opportunities for people to grow, to stretch their skills and explore.”
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Building that culture means creating space to experiment, share failures and give priority to lessons that have been learned over polished success stories. Barreira has implemented an annual Explorer’s Lab, where all the work is paused for three days, people in teams are put and get a problem to solve. It is a “Show your work” exercise with which people can see how teams approached the problem.
There are also regular “failing Friday” to celebrate the lessons learned, with prices for experiments that did not work as planned.
Plasticity
Adjustability reacts to change while anticipating the plasticity. ITplasticity is the discipline of the proactive reform of thinking – testing strategies, learning from emerging data and building change in the system so that Pivots feel like progress, not in panic.
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“We live in an era where I don’t know what will happen tomorrow, but I tell you it will be different,” she said. “So how do you learn that? I love plasticity than adaptability because plasticity is not forced you; you have to do it, while adaptability is usually because something has happened, you have to adapt. But how can we constantly adjust ourselves without knowing that we have to adjust?”
In marketing, this constantly means herinzizo on strategies, testing new approaches and learning from emerging data before a pivot point is needed.
Leadership
In the AI era, leadership is less about more information than your team and more about guiding vision and influence. Barreira argues that leadership behavior can and should be taught – go beyond authority to inspire, to coordinate and empowerment.
“There is a difference between leadership and being a leader,” said Barreira. “Leadership can be taught because it is about behavior. You don’t have to be a leader to understand leadership. In the AI era it will be less about authority and more about influence.”
Her message is clear: the marketers who thrive will not be the ones with the flashiest AI pile, but those who double on human strengths – ask better questions, reform themselves for what the next is and to lead with goal. Because AI handles more of the implementation, the human lead will come from the ability to imagine, to anticipate and inspire.
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