Seventy-eight per cent of companies use AI in some capacity. One per cent have reached implementation maturity. The gap is not technological. It is the absence of an operating model for marketing organisations whose work is now done partly by autonomous systems.
This book closes that gap.
The diagnosis first. Most agentic marketing programmes stall not because the tools fail but because the CMO role has not caught up. Campaign commander to portfolio manager — an allocator of capital across a fleet of agents whose expected returns, variances, and correlations must be managed the way a fund manager runs a book of positions. Most CMOs are still measuring agents the way they measured campaigns. The CFO knows the numbers do not add up.
The deeper failure is brand coherence. Pilots do not collapse on governance — the boardroom fear, the consultancy deck topic. They collapse on what happens when fifteen agents, each locally on-brief, produce output that is globally off-brand because they do not share a memory. Governance prevents the worst accidents. Brand coherence decides whether the portfolio earns its capital or dilutes it.
The Agentic CMO, second edition, is the operating manual for that work. Eighteen chapters structured around five questions a working CMO has to answer this quarter. How do you size and fund a portfolio of autonomous agents — what to start, what to retire, what to keep on the bench? How do you negotiate with vendors when the EU AI Act puts deployer-side liability on you, not them? How do you build a marketing organisation in Germany, France, or the Netherlands without the works council converting an eight-week vendor Gantt chart into a seven-month deployment? What changes when your customer is not a person but an algorithm — when OpenAI's Agentic Commerce Protocol and Google's Agent Payments Protocol route the next three-to-five trillion dollars of commerce through machines that read your structured data before any human ever sees your brand? And how do you measure progress when last-click attribution under-credits everything that happens in the middle of the funnel?
Each chapter includes 'Activate This' prompts — twenty-four in total. They turn the framework into a deliverable: a board memo, a procurement clause set, a competency map, a 90-day transformation charter. By the time you close the book, you have the artefacts you would otherwise pay a Tier 1 consultancy six figures to build.
The reader who finishes will know how to make the case for capital, on what horizon, against what risks; will know which clauses to walk into the next vendor negotiation with; will know which positions to fund, which to retire, and how to defend both decisions to a CFO who can read the numbers. They will know the difference between an agent producing volume and an agent producing value — and will know how to retire the first kind without flinching.
By the end of 2027, the CMOs who have done this work will outperform the CMOs who have not. The gap will not be marginal. It will show up in the contribution line, in the attrition of senior marketing talent, and in the CFO's willingness to keep signing the cheque.
The question is not whether the shift happens. It is whether your firm does it or watches a competitor do it first.
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Francesco Federico is Global Chief Marketing Officer at S&P Global. Fellow of the Chartered Institute of Marketing. Member of the World Economic Forum Strategic Communicators Exchange. Doctorate in Law, Università Cattolica del Sacro Cuore. Executive education at INSEAD, Harvard, IMD, and IE Business School. Financial Narrative 50 winner 2025. Drum Top 100 B2B CMO. CMO to Watch 2025. Editorial board, Journal of Digital & Social Media Marketing. Advisor to HFS Research and IDC.
