To get high-quality, on-brand output from AI, teams must invest more time in the initial strategic phase. This means creating highly precise creative briefs with clear insights and target audience definitions. AI scales execution, but human strategy must guide it to avoid generic, off-brand results.

An AI model can meet all technical criteria (correctness, relevance) yet produce outputs that are tonally inappropriate or off-brand. Ex-Alexa PM Polly Allen shared how a factually correct answer about COVID was insensitive, proving product leaders must inject human judgment into AI evaluation.

Work on this topic must be careful to avoid inflammatory framing. A fiery, un-nuanced approach risks politicizing the issue, making it harder to build the broad coalitions necessary for effective action. The goal is to solve the problem, not to create ideological battlegrounds.

The role of marketing and product teams will shift from direct content creation to managing AI agents. This involves setting clear guidelines, editing AI outputs where it lacks confidence, and manually handling the most brand-critical work, much like managing a human team.

The most significant risk of AI is abdicating human judgment and becoming a mediocre content generator. Instead, view AI as a collaborative partner. Your role as the leader is to define the prompt, provide context, challenge biases, and apply discernment to the output, solidifying your own strategic value.

AI can assemble data-rich presentations, but it cannot replicate the human emotional intelligence required for stakeholder management. Understanding an executive's personal values and tailoring a message—like connecting a design system to company values—remains a critical and uniquely human skill for gaining buy-in.

The common "human in the loop" phrase diminishes the marketer's strategic role. A better model is the marketer as a conductor, directing an AI-powered orchestra. This framing emphasizes human-led strategy, control, and validation to ensure AI outputs align with brand identity and goals.

Executives are highly skilled at detecting superficial, low-context arguments ('slop'). Presenting them with AI-generated outputs to drive alignment will backfire. They will either ignore the work or feign agreement, resulting in the worst kind of misalignment where issues aren't truly resolved.

To effectively leverage AI, treat it as a new team member. Take its suggestions seriously and give it the best opportunity to contribute. However, just like with a human colleague, you must apply a critical filter, question its output, and ultimately remain accountable for the final result.