Recent Foundry studies have shown that AI is rapidly becoming the primary interface for buyers evaluating tech purchases. This has implications not only for buyer behavior, but also for how vendors position, surface, and validate their offerings. 

The good news is that the transition isn’t taking place overnight. AI platforms accounted for just .15% of global internet traffic in 2025, compared to 48.5% from organic search, . But AI traffic is growing fast and could pull even with search engines by 2029, according to some estimates. 

The reason is simple: Recommendations from AI engines convert at a four to five times higher rate than search results, .  

Top of the funnel 

Foundry research shows that AI has inserted itself at the very top of the discovery funnel. The 2026 AI Priorities study found that 99% of IT decision-makers currently use AI in the tech buying process, with the top use cases being to compare solutions and features (48%) and define technical requirements (47%).  

This shift has come at the expense of more traditional comparativeÌıtools such asÌıanalyst reports, peer networks, and events.ÌıFor example, the use of product demos and pilot testing in evaluation dropped by half from 66% to 33% in just one year. While still important, theÌıroleÌıof established evaluation channelsÌıisÌıshifting later in the buying process.ÌıÌı

These resultsÌıpoint to aÌıbigger trend:Ìıreduced time devoted to purchasing research. Historically, enterprise technology buying followed a staged progression, such asÌıinitialÌıawareness through search or events, shortlistÌıdevelopment supported byÌıanalystÌıand peer input, and validation through demos and proofs of concept.ÌıÌı

AI collapses much of that sequence into a single interaction.ÌıLarge language models excel at synthesizing data from multiple sources into a single recommendation. Evaluation sources such asÌıproduct reviews, blog posts, and social network comments are consolidatedÌıand delivered without buyers havingÌıto consult each source.Ìı

Instead of navigating a fragmented information landscape, buyers are delegating synthesis to AI systems that deliver a single narrative. Vendor consideration sets are being shaped earlier and with less direct vendor interaction. 

For marketers, the first impression increasingly happens inside an AI-generated summary rather than on a website, event, or in a sales conversation.  

Trust factor 

Fortunately, survey resultsÌıindicateÌıbuyersÌıaren’tÌıinclined to take AI recommendations at face value, at least not yet.ÌıWhen an LLM produces a recommendation or shortlist, buyersÌıtriangulate with other sources. The AI Priorities study found thatÌı53%Ìıcross-check with analyst or editorial content, 47% visitÌıvendor websites, andÌı43%Ìıconsult peers.ÌıThose figures are consistent with pre-AI behaviors.ÌıTraditional sources haven’t disappeared; they’veÌıbecome aÌıconfirmation stepÌırather than a primary discovery mechanism.Ìı

Notably, more than half of respondentsÌıto the AI PrioritiesÌıstudy said they place only “moderate trust” in LLM outputs, while about one-third express high trust. The technology is moving quickly, however, and improvements in LLM output are likely to boost trust scores over time.ÌıÌı

For vendors, the new priorities are to achieve visibility into AI outputs and consistency across the external sources buyers use to verify them. 

VisibilityÌıin AI enginesÌıdepends on how well a vendor’s information is represented across theÌırange of sourcesÌıthat AI systems ingest and synthesize.ÌıWhile traditional techniques for achieving search visibility, such asÌıoptimizing forÌıindexed pages and keyword queries,Ìıare still valid,ÌıAI optimizationÌıdiffers in severalÌıkey ways.ÌıÌı

AI outputs are less forgiving. Instead of presenting a list of results, they provide a single synthesized answer unless asked otherwise. Vendors that don’t appear in that result are effectively invisible.  

Search engines match queries to keywords and backlinks. LLMs interpret intent and generate answers based on semantic relationships. This means vendor-generated content must clearly articulateÌıuseÌıcases, differentiation, and outcomes in natural language, not just targetedÌıkeywords.Ìı

AI models draw from a wide range of sources, including analyst reports, editorial coverage, reviews, and community discussions.ÌıCredibility isÌıdeterminedÌıby consistency across the ecosystem, not just messaging on a vendor’s website.ÌıThis makes third-party sources aÌımoreÌıcriticalÌıvalidation element.ÌıBylinedÌıarticles, videotapedÌıinterviews,Ìıand positiveÌımedia coverage are more important than ever. The objective shifts from attracting traffic to influencing how the category and vendor are described withinÌıtheÌıanswerÌıto a prompt.Ìı

There’s good newsÌıinÌıthe researchÌıfor new companies, in particular.ÌıThe AI Priorities study found thatÌı65% of organizations now have dedicated AI budgets,Ìıup from 36% just two years ago.ÌıIt also found thatÌıthree-quarters of organizations expect to add new vendors to their portfolios.ÌıWith many new entrants coming on the market, this suggestsÌıthat the vendor landscape is becoming more dynamic and fluid, offering greater opportunities forÌınewÌıcompaniesÌıtoÌıgain visibility.ÌıÌı

Here’s what marketers can do to boost their AI visibility in the short term. 

• Structure content forÌıcomprehension, not just indexing.ÌıClearly articulate capabilities, use cases, and differentiationÌıpoints toÌıincrease the likelihood that AI systems willÌıunderstand and accurately portray them.ÌıÌı

• Create structured, machine-readable content using tools such as schema markup and product definitions. Map relationships between the company, product, and use case. FAQs are an excellent tool. 

• Double down onÌıthird-party validation.ÌıAnalyst coverage, independent reviews, and editorial mentions are not just credibility signals for humans but also source material for AIÌısynthesis and later validation.ÌıÌı

• Use consistent naming across channels and encourage partners and influencers to do the same. Discrepancies between vendor messaging and external descriptions can reduce the chance of inclusion in AI-generated summaries. 

• Promote experts. AI engines look for proof that the people who build products have the skills to solve the problems customers ask about.  

Think of AI engines as proxies for human researchers.ÌıTechnical factors likeÌımetatags, keyword frequency, and keyword proximity are less important than demonstrated expertiseÌıandÌıthird-party validation.Ìı

Visibility is no longer just about being found. It’s about being understood.  

Molly doesn’t hear much from IT vendors, but she doesn’t think she needs to. She gets much of her advice from influencers she follows on Tik-Tok and Instagram. She also follows several IT vendors on those platforms and likes to share the offbeat and entertaining videos they post.

Molly is part of Generation Z, people born between 1997 and 2012. Gen Z workers comprised about 18% of the U.S. labor force in 2024 and are now a larger population than Baby Boomers, . They’ll make up 30% of the U.S. workforce by 2030, . Gen Z was just 6% of respondents to Foundry’s 2023 Role & Influence study, but 15% in 2025.

This is a cohort to be reckoned with. Foundry has been tracking preferences by age group in IT marketing research for several years. An analysis of three years of recent studies reveals that engagement strategies must emphasize speed, new channels, concise content, and emotional tone.

Time is of the essence

Gen Z IT decision-makers move fast and expect vendors to do the same. In the 2024 Role & Influence Study, the group pegged the average buying process at 5.1 months, compared to 6.5 months for Boomers. They were also nearly twice as likely as other generations to say decisions take less than a month.

Younger buyers have less tolerance for delay. On average, they expect vendors to follow up on inquiries within 9.6 hours of submitting a request, according to the 2026 Customer Engagement research. That’s six hours faster than Generation X buyers (born between 1965 and 1980), and more than three hours faster than all surveyed buyers.

Interestingly, Gen Z is less concerned about marketing hype; just 19% cite it as a problem compared to 42% of Boomers, according to the 2026 Customer Engagement study. However, they are nearly twice as critical of content overload (32% versus 17%). Having grown up in a media-saturated environment, these younger folks are less impressed by volume than relevance.

Social savvy

Social media has been around since the oldest Gen Z buyers were in elementary school, so it’s not surprising that they rely on those channels for a wide range of information. But their preferences differ markedly from those of their older colleagues.

LinkedIn is broadly important across generations, but its core strength is with older groups. More than 80% of Boomers and Gen Xers consider LinkedIn valuable, compared to only 45% of Gen Z.

Younger buyers lean far more heavily into visual and short-form platforms. According to the 2024 Customer Engagement research:

• 71% of Gen Zers use Instagram compared to 20% of Boomers
• 56% use TikTok versus 7% of Gen Xers
• 93% use YouTube versus 50% of Boomers

Social media is more than a branding channel for this audience. It’s also an essential research tool. While only 5% of Boomers identified social media as a top-three information source for buying decisions, that figure was 33% among Gen Z.

The 2026 Customer Engagement study also found that the youngest buyers are less likely to visit vendor websites, more likely to sign up for newsletters, and even more inclined to purchase through social ads. They also favor AI-powered search experiences and data visualizations more than their older peers, while showing less interest in long-form content like white papers.

Three-quarters of Gen Zers listened to business-related podcasts in the past year, with a strong preference for on-demand formats over scheduled events. They are less likely to watch webcasts, meaning that thought leadership delivered via audio and short-form video can outperform traditional webinars with this group.

Share nicely

Gen Z respondents are more than twice as likely as Gen Xers and Baby Boomers to share content that evokes an emotional reaction, the 2025 Customer Engagement study found. They’re also three times more likely to share entertaining content than Boomers.

Trust and peer recommendations remain central, though. IT decision-makers of all ages are willing to share vendor information as long as they find it valuable. Enabling that sharing through compelling, easily distributable content can extend reach organically.

Purchasing is a collaborative process, and younger buyers prefer to have more voices involved. The average buying committee at the largest companies is 32 people, but in the 2024 Role & Influence study, Gen Zers told us an average of 37 people influence decisions at their companies. Boomers estimated the number at just 16.

This seems odd, given that many of these people work at the same companies. A possible reason: The younger cohort prefers to see more people involved, even if many don’t actually play a direct role in decisions.

Bottom Lines

Here are a few action items we believe marketers should take away from this research.

• Provide materials that are easy to forward internally. Make web and social content easily shareable.
• Provide concise summaries of long-form material.
• Equip your salesforce to respond to inquiries in hours instead of days.
• Hire or designate social media-savvy marketers, particularly those who are fluent in video.
• Emotional authenticity matters. Look for case studies and spokespeople who come across as genuine and trustworthy.
• Invest in native storytelling rather than repackaged advertising
• Enable peer validation and commentary through online communities and events such as videoconferences.

As Gen Z buyers grow in numbers and influence, marketing organizations should optimize for speed, informational value, and authenticity. Building credibility with this rising generation is essential. Relying on legacy playbooks is a ticket to irrelevance.

To date, AI projects were managed like most high-profile IT initiatives, with PPG’s CIO balancing both business strategy and technology implementation responsibilities. But the frenzy over Generative AI’s ability to democratize a powerful technology has raised the stakes, adding another dimension to the CIO’s already expansive charter. Today, CIO Bhaskar Ramachandran devotes significant time to educating PPG business leaders on the basics of Large Language Models (LLMs) while managing expectations for exactly how and where GenAI technologies have potential to transform business.

“I didn’t spend much time educating people on an ERP system—they understood it was a system for managing processes whether planning or financial,” explains Ramachandran, also PPG vice president. “But that’s not the case with AI. We’re not talking about a process or a technology that just makes something faster or cheaper. We’re talking about what business might look like while a technology is still immature.”

Despite soaring expectations, AI experience and maturity levels remain at ground level, leaving enterprises hungry for leadership that can set expectations and help cut through the noise. CIOs, who established their stripes as technology-centric business strategists during the pandemic period, are once again commanding the spotlight as companies try to nail down roadmaps and strategies to capitalize on what many are heralding as a make or break AI moment.  

According to the 2025 State of the CIO research, which canvassed 906 IT leaders and 250 line of business (LOB) professionals, IT leaders are dialing up a strategic focus this year as they work to parlay the early rush of AI experimentation into enterprise initiatives that produce measurable results. Forty-one percent of IT leaders responding to the 2025 survey characterized their role as strategic, six points higher than the 35% claiming that mantle in 2024. Looking out on a three-to-five-year horizon, more than half (52%) of respondents expect to sustain a strategic orientation with 32% back to focusing on transformational activities and only 16% mired in traditional functional IT duties.

In an era where technology is inextricable from the business, it’s no surprise that CIOs are among the top leaders steering AI’s course. 

“In the 1990s, no one questioned whether the CFO role was strategic, and by 2020, no one should have similar questions about the CIO role.â€�

Bhaskar Ramachandran, Vice President and CIO at PPG

CIO’s strategic AI charter 

CIOs are covering the bases as part of their strategic AI charter. Three quarters of respondents to this year’s 2025 State of the CIO research confirmed the CIO is collaborating closely with line of business on AI applications while 71% said the IT department is driving AI adoption in tandem with their business unit counterparts, aligning strategies accordingly.  

Three quarters of IT leaders expect to become more involved with AI and machine learning over the next year, and for good reason. The CEO’s top priority for IT leaders in 2025 is researching and implementing AI products and projects, cited by 26% of respondents. Last year, the AI agenda was not among the top CEO mandates for CIOs—the directives were to lead digital business and digital transformation initiatives, fortify IT and business collaboration, and focus on security to reduce corporate risk. 

CIOs are directing AI investments as part of their AI agenda. Eighty percent of IT leaders and three quarters of LOB respondents confirmed that CIOs are spearheading efforts to research and evaluate possible AI additions to the tech stack. Technology and business leadership is pretty aligned on where to direct those AI technology investments and what initiatives to prioritize. The 2025 State of the CIO found 68% of IT leaders and 69% of LOB respondents in sync on Generative AI adoption strategies and use cases.  

Currently, the bulk of AI activity is happening on the inside, aimed at helping companies reimagine their internal business processes. Sixty-nine percent of IT leader respondents to the 2025 State of the CIO survey said AI is being leveraged to automate internal processes to streamline operations and create efficiencies while 62% are embracing AI for customer-facing applications. Whether focused inside or out, the surge of AI activity is already having an impact. More than two-thirds (68%) of this year’s IT leader respondents contend that AI has or is beginning to reshape operations and drive tangible business outcomes. 

That’s certainly the case at Tractor Supply Company, where AI has played a role for years, helping to forecast sales and merchandising needs and optimize replenishment of goods. More recently, Tractor Supply has paired GenAI capabilities with headsets to create Hey GURA, a knowledge base, sales, and training platform for employees that serves up product specs, customer recommendations, and other relevant information so they can better assist customers on the floor. Tractor Supply is also applying LLMs to drive insights into team member performance and real-time sales analysis and is starting work on Agentic AI applications to bring automation to core processes like updating and publishing content for new SKUs, according to Rob Mills, executive vice president and chief technology, digital, and corporate strategy officer for the firm. 

Given the weight of AI’s impact, Mills views being an advocate and champion for the technology as a major focus of his role going forward. He is committed to acclimating both business leaders and frontline employees to new AI technologies, emphasizing the importance for all employees to understand potential opportunities. “Team members hear about AI, but they don’t necessarily know what it means for them,” he explains. “It’s my responsibility to make sure they understand why they should care about AI and how it will make their job easier and more accurate. We’re not leading with technology first—we are leading with the business need and showing how we can leverage emerging technologies to ultimately get things done efficient and faster.”

IT investments take aim at revenue growth, customer experience 

While AI is the headliner this year, CIOs are immersed in other strategic business initiatives aimed at boosting revenue growth and improving customer experience. According to the 2025 State of the CIO survey, monetizing company data was the top business imperative for 38% of respondents followed by improving customer experience (35%) and developing new digital revenue streams (32%).  

Companies are leveraging data and analytics to analyze customer needs and behaviors, cited by 43% of this year’s respondents. AI/ML and automation are another major enabler, with 41% tapping the technologies to streamline support and customer service interactions, the 2025 research found. 

Webster Bank has taken a very deliberate approach to acquisitions these last few years as part of a business strategy to grow and diversify deposits. The bank is investing in technology companies and digital products that will streamline banking services for customers and build out a suite of diversified deposit products. Given the strategic nature of the acquisitions, CIO Vikram Nafde has been at the forefront, accessing potential candidates to see if they are the right fit, evaluating the technology stack, as well as spearheading work to address potential integration challenges. 

“As opposed to acquiring branches and physical assets, we are acquiring technology-enabled companies, and CIOs play a huge role,â€� explains Nafde, also an executive vice president at Webster Bank.

“CIOs are uniquely positioned to not only understand the moment and what technology can do for the company, they can also lead the charge in terms of finetuning strategy and educating the board.â€� 

Vikram Nafde, Executive Vice President and CIO at Webster Bank

Like Nafde, State of the CIO respondents continue to report a highly digital and innovation-focused CIO charter, cited by 82% of IT respondents and 76% of LOB participants. Eighty-two percent of respondents confirmed CIOs are taking the lead on digital transformation initiatives, more so than their business counterparts. In roughly a quarter of companies (26%), the CIO holds sole responsibility for all digital transformation decisions and initiatives. At 29% of responding companies, ownership of the digital transformation agenda is distributed among all leaders. 

Much like last year, IT budgets are holding strong despite global economic uncertainties. Budget increases were on the docket for 65% of this year’s respondents with roughly a quarter (24%) anticipating funding to remain the same. On average, respondents expect to see a 6.89% bump in IT spending in 2025, primarily driven by the need for additional investments in AI/ML projects, products, and services. 

In fact, AI/ML was the most high-profile area of technology investment this year, at 42%. Outside of AI/ML, companies were directing IT budgets to security and risk management technologies (34%) and data/business analytics (31%).  

Pacific Northwest National Laboratory (PNNL)’s AI journey is all about reimagining the “art of the possible,â€� including how the technology can streamline and uplevel the software development process, according to Brian Abrahamson, associate laboratory director and chief digital officer for computing and IT. The team is leveraging AI to help write user stories and generate code. It’s also using AI to develop synthetic data to drive testing and user documentation. “We are retooling and reskilling in software development so we can create more capacity to apply AI,â€� Abrahamson says. “It’s not just AI-assisted coding, but to the left and the right of the Software Development Lifecyle (SDLC).â€� 

On Abrahamson’s watch, PNNL is also continuing to modernize IT architecture and infrastructure in the cloud and make on-going investments in cybersecurity technology. Many 2025 State of the CIO respondents are in the same place. CIOs are spending time mapping out modernization strategies for infrastructure and applications (32%), ensuring IT initiatives are aligned with key business goals (31%), and redesigning business processes (26%). Leading change efforts was also part of the territory, cited by a quarter of respondents. 

Strategy work consumed a fair amount of time CIOs’ time this year, including driving business innovation (27%), developing and refining business strategy (27%), and studying market trends and customer needs to identify and flesh out new market opportunities (22%). While respondents expect to devote even more time to business strategy over the next few years, critical functional duties like security management will need to remain a high priority. According to the survey results, over the next year, CIOs will spend more time on AI/ML related initiatives, at 75%, followed by cybersecurity (65%), product development and innovation (56%), and data analysis (56%).  

Cybersecurity, talent gaps remain critical challenges 

Despite investments in state-of-the-art tools and efforts to mature their cybersecurity posture, CIOs continue to cite cybersecurity as their No. 1 challenge. In fact, addressing changing business conditions (43%) and mitigating security threats (33%) took up a good portion of the CIO agenda, commanding time that could be devoted to higher-value activities. 

An increasingly sophisticated threat landscape, bolstered by bad actors’ use of AI, keeps cybersecurity a perennial moving target. In light of those complexities, it’s essential CIOs promote strong cyber hygiene, formalize governance, ensure disaster recovery practices are in place, and do whatever else it takes to ensure the organization is ready. â€œThe one thing that keeps me up at night is cybersecurity,â€� says PPG’s Ramachandran. “There are so many unknowns, and we operate in so many countries—that’s the challenge.â€� 

Beyond staying on top of cybersecurity, attracting and retaining the right talent remains an on-going struggle for CIOs to grapple with. More than half of this year’s respondents (54%) said dealing with staffing and talent matters took time away from more strategic innovation pursuits.  

Given the AI-dominant agenda, organizations are ramping up hires versed in AI and machine learning skill sets, cited by 36% of this year’s respondents. Building out a talent bench flush with cybersecurity expertise (34%) and business/IT automation (25%) prowess is also part of the next six-to-12 month hiring plan, respondents said. While there are clearly-defined skill set needs, 2025 State of the CIO respondents anticipate difficulties finding the right talent. Specifically, 38% of respondents said they expect trouble sourcing candidates versed in AI/ML (38%), cybersecurity (33%), and data science/analytics (21%). 

In addition to the fundamentals, including cybersecurity and modern tech stack expertise, IT must develop a basic business orientation among staffers to ensure the organization can continue to create value. Cultivating individuals who have an understanding and can speak the languages of both business and technology help establish the credibility IT organizations need going forward. 

At Cummins Inc., one of the main priorities for 2025 is ensuring the IT organization is stacked with right complement of skills, for today and for the future, according to Earl Newsome, vice president and CIO for the $30 billion global manufacturer of diesel and alternative fuel engines, generators, and power systems. â€œWe are focused on futureproofing the IT organization so we can win today and get our fair share in the future,â€� says Newsome. “That means understanding what AI and analytics skills we need, building the right skills to be a product owner, and developing UX and customer experience capabilities for the products we create.â€� 

CIO outlook: Rising to meet new challenges 

As companies reevaluate and reimagine business strategy for AI, the CIO role continues to gain ground. Three quarters of IT and 69% of LOB respondents said the combination of economic factors and growing enterprise visibility continue to elevate the CIO role. With their stature on the rise, CIOs are also getting more comfortable with multi-title roles and non-technology responsibilities. On average, CIOs are fielding 1.8 positions, and the vast majority of CIOs (77%) have successfully cultivated a strong educational partnership with the CEO and board of directors.   

CIOs are also actively embracing a changemaker role with 81% championing both business and technology initiatives, many tied to strategic use of AI. Given the requirement to focus on both business strategy and technology implementation, more than three quarters of this year’s respondents (76%) say that striking the right balance between business innovation and operational excellence remains an on-going challenge. 

With the stakes of this AI era so high, IT leaders are bound to get caught up in the hype and enthusiasm as they evaluate new opportunities and navigate the still unfolding landscape. Managing expectations both up and down all layers of the organization will be essential for maximizing strategic use of AI.  

“Everyone is scrambling now with how to transform the business, but it’s still a multi-year journey that won’t happen overnight,â€� cautions PNNL’s Abrahamson. â€œPoorly managed expectations will lead to disillusionment and frustration. While CIOs will want to invest in AI, it can’t become such a distraction that they lose focus on the fundamentals of IT and managing the business.â€� 

Foundry Research: Insights that drive engagement

Foundry’s latest research offers powerful insights into the evolving cybersecurity landscape. These insights can help shape your marketing strategies and drive deeper engagement with tech buyers. From shifting budget priorities to emerging threat vectors, Foundry’s studies reveal what’s top of mind for security decision-makers. 

Why security is now a top business priority

Cybersecurity has evolved from an IT concern to a core business imperative. According to Foundry’sÌı2025 State of the CIOÌıresearch,Ìısecurity management remains the top priority for CIOs, with 91%ÌıanticipatingÌıtheir involvement in cybersecurity to increase or remain steady over the next year. Cloud migration is also gaining momentum, with 81% of CIOs expecting continued involvement. These findings reflect a broader shift: CIOs are stepping into more strategic roles, balancing innovation with the responsibility to protect their organizations. Their decisions now influence not just infrastructure, but how businesses build trust and deliver value.

For tech marketers, this is a critical insight. If your solutions address cloud or cybersecurity concerns,ÌıleadÌıwithÌımeasurable outcomes such as ROI and risk reduction. These are the metrics that resonate most with IT decision-makers under pressure to secure their organizations while enabling innovation.Ìı

Learn more on how to effectively engage with CIOs throughout the purchase process on our Selling to the CIO page.

Cloud security: What you need to know 

We’veÌıjust releasedÌıourÌınewÌı packed with the latest insights onÌıtopÌıbusinessÌıdrivers,ÌıcloudÌıgrowth areas, andÌıcloud trends tech marketersÌıcan’tÌıafford to miss.ÌıWith 670 IT respondents, this study dives into the vital role cloud computing plays for IT decision-makers across the globe.Ìı

Cloud securityÌıisÌınowÌıthe frontline ofÌıcybersecurity strategy, withÌıITÌıbuyers prioritizingÌıprotection in their daily operations and long-term strategies.ÌıThe surge in demand for cloud computing skills is noÌıcoincidence; it comes as aÌıdirectÌıresponse to the gaps in cloud and securityÌımanagementÌıthat leave organizations exposed and vulnerable.ÌıUnderstandingÌıthe challenges of cloudÌıinfrastructure, while recognizing its growing role in business innovation, reinforcesÌıthe need for security-first solutions. That’s why this Cybersecurity Awareness Month,ÌıyouÌıhave a unique opportunity to lead with clarity, educate your customers, andÌıprotect your business. Position yourself as part of the solution.Ìı

Some key findings from the study tech marketers should pay attention to:

• 70% of ITDMs say their organization has accelerated cloud migration in the past year.
• Improving security and governance is the top reason for moving to the cloud.
• 57% plan to invest in cloud-based security in the next year, with 25% ranking it as a top growth area.

Foundry’s 2025 Cloud Computing Study reveals that cloud security is now central to cybersecurity strategy. As cloud adoption expands, so does the attack surface. Understanding the challenges of cloud infrastructure and the demand for security-first solutions is essential for marketers looking to position their products as part of the solution. 

What security leaders are prioritizing in 2025 

As cyberattacks continue to grow and become more advanced, security leaders are faced with more responsibility and complexity. Featuring the insights of 870 security professionals, our 2025 Security Priorities Study couldn’t come at a better time…

Tech marketers, this is your chance to stay ahead of the curve. These insights will help you craft messaging that speaks directly to the evolving needs of security leadership.

Want to learn more? to get an exclusive first look at this new research.  

From awareness to action: A marketer’s perspective 

Stepping into my current role, I’ve quickly realized how central security is to everything we do in tech marketing. Far from being a buzzword, security now stands as a core business priority, influencing how IT leaders make strategic decisions, safeguard data, and build customer trust. Whether your solution is cloud-based, cyber-focused or tied to broader risk management, security is the conversation that matters most right now. What I’ve learned from diving into Foundry’s research is this: educating yourself, your business, and your customers on managing cyber risks is essential to staying ahead of threats and keeping your organization secure.

As tech marketers, you have a unique opportunity right now to address the concerns of CIOs and security professionals and drive meaningful engagement across your organization. So, here’s my advice: Don’t just join the conversation. Lead it. 

Use this time as a chance to show your audience that you understand the risks, recognize their priorities, and support solutions that protect what matters most. 

Checkout CISA’s  with customizable assets like social media posts, email banners, and educational materials that you can use to amplify your message.

Attendees found comfort in realizing they weren’t alone in facing the same obstacles. This shared sentiment set the tone for a candid exchange on how partner marketers can thrive despite common hurdles. From proving internal value to navigating complex partner dynamics, we uncovered strategies to thrive in this evolving landscape.  

Challenges and priorities in partner marketing 

Many agreed that partner marketing roles remain misunderstood within larger organizations, often requiring continuous internal advocacy to prove their value. Attendees spoke about the importance of creating a partner-first culture and the need for partner care programs to sustain long-term relationships. Moreover, marketers must be both educators and influencers within their organizations, ensuring alignment with stakeholders such as field teams and CFOs. 

The dinner discussion also touched on the delicate balance of understanding partner and customer dynamics. While customers may know their needs, partners often play a critical role in ensuring fast, consistent implementations. By fostering a consultative approach, partner marketers help guide both internal and external stakeholders through the complexities of the buying journey. 

Innovative programs and strategiesÌı

As the conversation shifted toward program development, it became clear that scalability is a pressing concern. Marketers are seeking modular approaches to grow their initiatives, often without the infrastructure necessary for scale. Strategies like webinars for thought leadership, small intimate dinners to build trust, and homegrown community-building initiatives such as an educational “Master’s Program” were explored as ways to drive partner engagement and pipeline.ÌıÌı

Looking ahead 

The event highlighted that despite the challenges, there’s collective optimism within the partner marketing community. By sharing best practices and supporting one another, marketers can continue to build successful programs and scale their efforts. 

Partner marketing is a complex journey but finding a community to share challenges and best practices can make all the difference. The collective wisdom from senior marketers at companies like ServiceNow, Cribl, Couchbase, and Moveworks highlights the importance of internal advocacy, partner care, and program scalability. By working together, marketers can overcome obstacles and drive impactful results.  

To learn more about how partnerships fuel growth both personally and professionally, join usÌıOn the RoadÌıand subscribe to the podcast for exclusive insights from industry leaders!

It came as no surprise when we released the 2024 State of the CIO that artificial intelligence loomed large on the CIO’s radar this year. In fact, with 80% of CIOs citing AI as their number one area of involvement this year (up from 55% in 2023), it’s toppled security from the top spot for areas that the CIO is being pulled into. (Hint: that doesn’t mean cybersecurity isn’t still consuming a major amount of the CIO’s time—we address how they’re balancing these priorities here.)Ìı

I had lots of questions for Lee Rennick, Executive Director of CIO Communities at Foundry, on how CIOs are perceiving and preparing for an AI-heavy infrastructure in record time. During our conversation on how the findings of the 2024 State of the CIO were playing out in real CIOs’ day-to-day, we talked about the mixed feelings that they were having around bringing AI into the enterprise.

While Lee noted that many companies have been using AI for years, she spoke to the Generative AI phenomenon that we all experienced in 2023 as catalyzing a “democratization of AIâ€� that stirred feelings of both excitement and hesitation at the tech leadership level. This tracked with some of the findings from Foundry’s inaugural AI Priorities Study, released in October of 2023, that found 1 in 4 tech leaders thought their organization was moving too quickly to deploy AI, and only 36% felt their data infrastructure was properly organized to enable AI in an effective way.Ìı

A fundamental reset to the roadmap

To better understand how CIOs and senior tech leaders were tempering their own enthusiasm and cross-departmental pressure to implement AI tools with cautionary discretion, we looked to two of her CIO Leadership Live interviews.

In the first, , CTO of Opendoor, spoke with Lee about the possibilities for industry reinvention and disruption that AI will enable. Noting that Opendoor has embraced AI and machine learning (ML) to rethink everything from productivity and customer experience to the fundamentals of the real estate industry, Raji urges technology leaders to do the same. “It’s easy to get complacent,� she says, “but this is the time to reset.�

“Like the internet changed the way everything is done,� says Raji, “so too will AI. It’s time to rethink the vision, strategy, and roadmap. And this is not an incremental reset, it’s a fundamental reset.�

Advocating for data quality and due diligence 

While many CIOs, CTOs, and other tech leaders share Raji’s enthusiasm for AI and the possibilities it will bring, there is an undercurrent of caution and even apprehension amongst this same group surrounding the flood of new AI tools on the market. Lee’s February 2024 , CIO of OneFamily, touched on some of the common concerns that tech leaders are facing.

Graham highlights three key areas that he’s evaluating as AI infiltrates the enterprise. The first are considerations related to large language model (LLM) training, the content being output by these models, and the “appropriatenessâ€� of generated content designed for customer-facing applications. His second consideration is around data quality, noting that while data quality initiatives have been a major focus for years, AI is bringing a new sense of urgency around data hygiene to IT leaders being asked to implement these solutions. 

Third, Graham expresses concern around the AI solutions being sold themselves. “If you go to a conference right now, every niche vendor seems to have LLMs,â€� he says. But noting that this technology is still relatively new to market, “there’s a degree of [vendors] rushing in to say ‘we have something.’â€� 

In this landscape, Graham urges his peers to be “eyes wide open� in evaluating solutions. He says to ask of vendors, “what have they really built before they sell it to you at a premium�—is it truly sound and proprietary, or have they “wrapped one of these enterprise services in branding and content, and now the hard work begins in terms of safety, data quality, and how you implement it in your environment?�

Vendor responsibility in the age of AI

Though Raji and Graham’s interviews had different tones to them, the reality is that most CIOs and tech leaders find themselves on both sides of the fence when it comes to AI—they’re simultaneously excited about its potential to innovate and disrupt industries, while at the same time aware of the pitfalls of adopting this technology too early, or of being misled by branding and white labeling. 

In this light, the responsibility of vendors is enormous at this moment. As Lee and I wrapped up this segment, she stresses that organizations are still not out of the woods when it comes to modernizing legacy systems—a prerequisite for enabling AI effectively. For these IT leaders “dealing with legacy systems, looking at how to effectively move data into the cloud, and looking at public versus private cloud and hybrid options… there are still a lot of those discussions going on—and that’s where so many of them are requiring support from their vendors,� Lee says.

“The new overlay on all of that is Generative AI,� Lee continued. “Now [these IT leaders] really do need to have all of that in order, know what the strategy is, and start putting that into place so they can move to this next task which is creating better efficiencies, not just for their company but for their customers.�

There’s a key takeaway here for tech vendors, both within and outside of the AI space. As CIOs are being asked to quickly implement AI solutions, many also know that their existing data and infrastructure need an overhaul first for these solutions to benefit them. They’re excited about the future, but don’t mistake their excitement as falling victim to the AI hype. Now is the time to deliver value in the form of guidance, education, and personalized support. AI has positioned the CIO to lead their organization through a new vision for the future, and only trusted vendors will be asked to join them along their journey.

To learn more about how tech marketers can support CIO in the age of AI, check out the rest of this video series, and download the today.

A bloomer is someone who believes AI is the next great revolution, bringing innovation, endless possibilities, and will make our lives as we know it, better. A gloomer on the other hand, is someone who believes the opposite, that AI could if not approached carefully, will eventually destroy life as we know it in a doomsday-esque fiery explosion. 

Finding a balance

Naturally, as marketers, we’re expected to jump onto the AI trend, pushing innovation, creativity, and always staying ahead of the curve. Yet, amid the ongoing “Bloomer vs. Gloomer” debate surrounding AI, where should marketing stand? Is it a sprint to rapidly adopt AI and explore every possibility, or should we be cautious, implementing AI only as necessary?

The ultimate question is, how can we as marketers use AI to our advantage? 

As we step into uncharted territory with AI, navigating this landscape requires a strategic approach. To effectively leverage AI’s advantages for marketing success, four critical questions emerge: 

How can marketers use AI in practice today?

Marketers can effectively leverage the power of AI in their daily operations by adopting a strategic and targeted approach. Start by identifying specific areas where AI application aligns with your marketing objectives. AI adoption can begin on a smaller scale, then gradually expand across multiple areas of marketing.  

Here are a few strategies that marketers can start putting into practice today: 

Stay informed

One of the easiest ways marketers can begin to use AI in practice is by optimizing their existing tech stacks by staying informed on AI innovations in the roadmap of existing platforms. One way to do this is by attending conferences and briefings related to marketing tools in use. For example, at Foundry we use for social media management. Recently the platform came out with , an AI tool that helps generate AI captions and winning post ideas in seconds. Once our team knew that tool was available, we were able to integrate and implement it into our existing strategy.  

Enhance buyer experiences 

The rise of AI has made it easier than ever for businesses to create personalized content at scale, allowing you to connect with your audience on a more individualized and meaningful level. addressing unique concerns and aspirations of different stakeholders. Whether it’s the CFO concerned about ROI, the CTO focused on implementation challenges, or the CEO envisioning long-term business impact, the GenAI narrative must speak directly to their priorities. Additionally, experiment with AI image and video tools. These tools, like , allow users to create customized snippets and visuals, creating a more engaging and tailored experience for your audience. 

Elevate employee experiences 

Train employees to use AI effectively, helping to automate repetitive tasks to make work more efficient. AI can help cut down time in various marketing activities like content editing, creating images for blogs, or automating certain tasks. Encourage teamwork for more creativity and efficiency. Numerous programs are available for employees to explore the benefits of AI, one example being Google Cloud’s Introduction to which you can enroll in for free now. 

What AI tools are available to marketers right now? 

Given that close to two-thirds (61%) expect their spending towards AI projects to increase in 2024, marketers but be ready to explore AI tools available and what will integrate best into their existing martech stack. 

AI tools available to marketers right now include: 

• – ChatGPT is a language model developed by OpenAI, designed for natural language understanding and generation, capable of performing various language-related tasks through API interactions. 
• – Jasper AI is an AI writing tool that helps you easily create content. You only need to provide simple inputs, and Jasper will generate original, high-quality content. 
• – Writer makes it easy to create custom apps to support any use case, including digital assistants, content generation, summarization, or data analysis. 
• – Typeface is the generative AI application to supercharge personalized content creation for businesses. 
• – Adobe Firefly is being built into Creative Cloud to give people the tools to both generate results quickly and customize them to fit their unique vision. 
• – Avoma is an AI meeting assistant and revenue Intelligence solution for customer-facing teams for startups and scaleups. 

It’s important to note that the choice of tools may depend on specific marketing needs. Additionally, Generative AI tools are not going to solve all our problems. Additionally, businesses must have the capacity to implement any technology that they are bringing on. 

What are the risks associated with AI?

AI presents significant risks for marketers (ask any gloomer). In fact, only 36% agree that their organization has a policy in place to monitor the use of Gen AI.  
 
This lack of governance can lead to various concerns, including: 

• Security and privacy – As Gen AI evolves and becomes more sophisticated, the risks of cybersecurity threats amplify. Security and privacy concerns are the most pressing ethical implications when implementing Gen AI.  
• Quality – Over-using AI to write content, posts, etc. you risk not matching brand voice, losing your perspective/POV, etc. 
• Trust – Marketers may exploit AI capabilities, leading to manipulative practices, data breaches, and overreliance on automation. This could result in the erosion of trust and long-term brand damage. 
• Channel performance – Certain traditional channels, such as cold outreach and cold outbound, may become less effective as AI-driven personalization increases. 
• Job displacement – As AI automates certain SEO tasks, there is a risk of job displacement for professionals specializing in routine optimization.  

 
To mitigate these risks, organizations may need to develop policies addressing the specific challenges of Gen AI. This could involve establishing ethical guidelines or implementing required training. 

Who should own AI within an organization? 

The ultimate question when it comes to leveraging AI in any organization, “What department or role owns AI?â€� The answer may look different for every company, determining who owns AI depends on factors like its structure and goals.  

While this is a highly debated topic, here are three possibilities on who could own AI within an organization: 

1. Department leaders – Each department leader is given a mandate to leverage AI technology within their own departments. Assigning AI ownership to department leaders could empower each division to leverage AI tailored to their specific needs and goals. In this case CMO’s would become the driving force behind integrating AI solutions to meet the unique needs and objectives of the marketing department. 

2. Cross-functional teams – Establish cross-functional teams that cut across departments, bringing together individuals with diverse skills, expertise, and perspectives to collectively drive AI innovation across the organization. 

3. Centralized ownership – Centralized ownership of AI involves appointing a dedicated team or individual responsible for overseeing and driving AI innovation across the entire organization. In this model, a centralized AI unit assumes the role of a strategic hub, coordinating efforts, setting standards, and ensuring a cohesive and aligned approach to AI implementation.  

Additionally, organizations should consider implementing some sort of AI ethics, to ensure ethical considerations are prioritized and integrated into AI applications. 

Conclusion

As we move forward into the unknown of AI, it’s not just about the speed of adoption but the mindfulness and strategy we bring to the table. Between Bloomers and Gloomers, the middle ground becomes an opportunity of advantage for marketers. 

Want to hear more about marketers AI advantage? Tune into Inspire to Connect to watch Matt Egan, Editorial Director at Foundry, Katie Berg, VP Marketing at Klue, and Aditya Kothadiya, Founder & CEO of Avoma, share their thoughts on how marketers can better leverage AI.  

Not to worry! Plug a prompt into the AI chatbot of your choice and badabing badaboom, you’ve got content. But after you trim the fat, the forced synonyms for ‘engaging’, and everything extrapolated beyond your prompt, you have… something that sounds pretty generic. Wasn’t AI supposed to make this effortless and innovative? 

The AI disconnect

When it comes to content creation and copy writing, it’s hard not to depend on the seemingly productive use of Generative AI. I would be lying if I said I wasn’t tempted to use it myself for this very blog. But instead, I pried into whether the benefits of using Gen AI as a tech marketer do outweigh the often-overlooked negatives.  

According to Foundry’s latest AI Priorities Study, content generation is the second most popular use case for Gen AI and yet nearly 1/4 of IT decision-makers are concerned that their organization is moving too fast to adopt this new tech, creating a glaring disconnect between the 54% of ITDMs using AI to boost productivity, and the looming concern about its implications.  

I fear that our growing dependency on Gen AI is leading to a decline in originality, linguistic style and humour in marketing efforts. Yes, you can input tonal suggestions into prompts (my go-to is Spartan), but its amalgamating algorithm strips copy of authentic personality. It could be argued that this is for the best – that B2B techmarketing should steer away from the individualism of ‘human’ linguistic style to focus on communicating success and trust with clarity. We expect B2B tech content to provide facts and insight, not puns on intent data creating a surge of interest. I’ve experienced firsthand when A/B testing that more risky/cheeky/original subject lines don’t necessarily get higher open rates than straightforward subject lines, usually including a fact or stat. Is this indicative of our expectations or stringent guidelines for tech marketing copy? Does B2B tech marketing have to be devoid of personality for the sake of trustworthiness and communicating credibility?  

Finding a balance: B2C copy vs. B2B  

B2C copy seems to always be having more fun than B2B, striving to sound as human as possible. Ads on the London Underground are essentially an extended joke reel, written by marketers trying to convince commuters that their brands are relatable and not profit-driven. I find that most of these campaigns are trying too hard to evoke an emotional response, to the point they turn into Uncanny Valley caricatures of their target audience.  

What’s interesting is the growing presence of B2B brands following suit, for multiple reasons. Some may be trying to stand out from their corporate competitors and position themselves as young, hip, innovative organizations that are in on the trends. Or, it may be to intentionally target younger people, now that Gen Z and Millennial IT decision-makers are important gatekeepers in the buying team. B2B campaigns could also be trying to humanize their voice in the social media space, to contribute their own dose of dopamine to feeds intended for entertainment and individual consumption. It may be a combination of these factors, but if this trend persists, B2B copy could take a turn (for better or for worse) very quickly.  

All organizations have values that inform their corporate tone, from language choices to design elements and beyond. But when their marketers are trying to take up space across channels, especially on social which is inherently individualistic, it’s important to show your audience that the organization is not an individual but made up of individuals. Well-executed leadership blogs, podcasts, interviews, and expert takeaways from research hit the right balance of personable and credible. These content types show how your organization is made up of experts who want to share their insights with peers and prospects to better the field. Recently we launched our first ‘Stories Inspire. Data Connects.’ campaign to champion the expertise within our organization to educate and inspire tech marketers. The content is created by humans in their own authentic voice, rather than editing away the personality that we, and our audience love about them. At the end of the day, how can a brand convey who they are without the people they’re made up of? Or build trust and familiarity by trying to ‘sound human’ while simultaneously stripping away the quirks, emotions, that help audiences really connect and resonate with them.  

So, how should we be using Gen AI in content creation?Ìı

Firstly, content should prioritize giving your prospects what they want, and not just what you want prospects to know about you. Substance over style, in other words. What I find most useful about Gen AI is not the ease of content creation, but how it can make content more clear and concise. By using chatbots like ChatGPT and Bard to cut down copy to a certain word count and summarise key points, you can check if its takeaways align with your intentions. Using Gen AI to optimize rather than create will ultimately preserve creative autonomy as marketers. There’s no need to be afraid that ChatGPT will be replacing marketers when we are best informed to tailor our content to tech buyers and what they’d find most useful in their buyer’s journey.    

This blog was 100% written by a human, for better or for worse. I urge you to reconsider your use of Gen AI in the name of productivity. This doesn’t mean throwing this super powerful tool to the wayside, but question if it’s really more efficient to use it for content, or if it might be more helpful for idea generation or editing, for example. After all, isn’t it an oxymoron to use a robot to make you (a person) sound more human?   

I also urge you to use ‘Spartan tone’ in your next prompt.  

We are thrilled to share the insights into common challenges and provide a perspective with best practices that can improve the effectiveness of partner marketing.

In response to uncertain times shaped by geopolitics and tech changes, marketers are focusing on specialization, teaming up with partners to better understand customers, and prioritizing community collaboration. Partner marketing allows for deeper engagement within existing accounts, aiming to tap into additional potential rather than solely pursuing new clients. This approach aims to uncover competitive advantages and enhance understanding of the customer base.

The impact of Gen AI

Generative AI tools like ChatGPT offer significant potential but shouldn’t be viewed as the ultimate solution for all marketing needs. While these tools can efficiently summarize, draft plans, or outline ideas, they’re not a universal remedy for content or automation. Future advancements in AI analytics are expected to enhance customer understanding and predictive capabilities. Despite the high demand for content, emphasis should be placed on quality and differentiation rather than solely quantity.

Deeper customer insights with intent data

Intent data and its associated tools significantly influence partner marketing relationships by enabling a deeper understanding of customer needs and timing. This data helps in aligning partner efforts with customer demands and preferences. Collaborating with third-party agencies serves as a quicker route to success by leveraging their expertise. Partner marketing and Account-Based Marketing (ABM) share a common goal of illuminating customer preferences and tailoring services accordingly, relying on informed decision-making for better customer outcomes.

Internally and externally, partner marketing faces several challenges:

1. Regional differences: execution speed can vary due to fragmentation in language, culture, and currency, making it tougher in Europe/EMEA compared to the US/North America.
2. US-Centric focus: many tech companies primarily concentrate on the US market, leading to potential communication gaps and a lack of focus on other markets.
3. Building long-term relationships: partnering difficulties arise when key personnel change roles or depart, impacting the effectiveness of agreements and sometimes rendering them less valuable than promised.
4. KPI Focus vs. closing deals: a shift from focusing solely on Key Performance Indicators (KPIs) towards evaluating the actual progress in closing deals is necessary.
5. CFO resistance: convincing financial decision-makers of the clear Return on Investment (ROI) in partner marketing efforts remains a hurdle.
6. Attribution challenges: identifying the contributions of different marketing efforts towards sales and complying with legal constraints in sharing customer information poses challenges.
7. Sales-Marketing alignment: collaboration and alignment between sales and marketing departments are vital; however, there can still be disparities in perception, data interpretation, and goal setting.
8. Divergent goals: misalignment in goals between sales and marketing teams can lead to varied behaviors, affecting overall performance.

The over-arching theme is clear, the hurdles we encounter are not unique to any one organization; they are shared experiences that bind us together. Through these sessions, our goal is to provide authentic value and encourage the sharing of insights within the partner marketing community. We will be delighted host you and hear from you during the future sessions in 2024. Should you wish to join and contribute, I invite you to reserve a seat at our next dinner. Please reach out to me, at Raj_Ram@foundryco.com

About Foundry Global Partner Marketing Solutions Our dedicated Global Partner Solutions practice can help you navigate the unique and complex challenges of partner marketing, and help you drive positive business outcomes through collaboration. By implementing practical strategies and leading-edge marketing solutions, we help you elevate and communicate the value of your partnerships and drive return on investment. We can be there every step of the way from messaging, content, strategy and production services.

Below we’re going to look at one small piece of the research – how employee productivity is a key driver to adoption and how this increased productivity impacts tech buyer engagement.

Investing in AI

Overall, 44% of ITDMs agree that their organization is willing to pay more for AI-infused products from vendors. One of the main reasons they state is due to employee productivity. When asked what business objectives are driving AI investments at their organizations – 48% said improving employee productivity, followed by enabling innovation (43%), and gaining a competitive edge (41%).

With its ability to automate tasks, personalize services, enhance security, and optimize system performance, just to name a few, it is no surprise that a little more than half also say that AI capabilities can and will enable workforce reduction. This increases to 59% for ITDMs at enterprise organizations, likely due to their already larger staff, and is only 50% for SMBs. Thinking about how AI has the power to reduce workforce, we asked respondents to identify their top use cases for AI applications, and leading the top of the list are data analytics, employee productivity, and process automation.

Status of Gen AI

Close to half of respondents to the AI Priorities study say that Gen AI technology is on their radar or being actively researched. The theme of employee productivity continues as 58% agree that they see Gen AI playing a large role in employee productivity and are starting proof of concepts to test. Again, thinking about how IT decision-makers expect Gen AI to support this, respondents stated their primary use cases to be chatbots and virtual assistants, content generation, and industry-specific applications.

We also see technology vendors adding Gen AI capabilities to their already existing software applications and platforms. Thirty-eight percent of ITDMs say that Gen AI capabilities have been added to their productivity/collaboration tools and 86% say that these additions have already resulted in a strong/ somewhat positive impact. More than half (55%) think that these tools would benefit from additional Gen AI capabilities, so it’s clear that they view Gen AI as a productivity tool and expect to see positive benefits from these additions.

These tools don’t only have the ability to reduce workforce, they have the ability to redirect IT to other tasks. Fifty-five percent of ITDMs agree that Gen AI is allowing for employees to refocus on high value-adding tasks. So much of the time, ITDMs are working on functional tasks, such as cost control and improving operating systems. With the use of Gen AI tools, the hope is that they will be able to spend more time developing and refining business strategies, and identifying opportunities for competitive differentiation, to name a few.

Engaging with AI focused tech buyers

Due to the rising complexity of the technology purchase process, ITDMs are constantly searching for ways to free up some of their time and enhance their productivity during the periods that they do have available for fundamental and strategic tasks. We see that AI tools have the ability to do this, so there is no question as to why ITDMs have such strong research and piloting plans, but there are a few things to keep in mind as a tech marketer. When reaching out to tech buyers to promote these new solutions, or current solutions with AI features added, it’s important for technology marketers to be respectful of ITDMs’ time and provide educational resources that are easily digestible. Just because they may be able to redirect their focus to other tasks due to increased productivity, this does not mean that they now all of of this time to sort through irrelevant content. AI-focused tech decision-makers do not want content filled with empty buzzwords. They seek content that addresses their pain points, integration challenges, and offers “how-to” information.

To properly engage tech buyers as they navigate the new AI landscape and work to incorporate Gen AI tools into their day to day, tech vendors must know where their customers and prospects are in the decision-making process and how they are preparing for this integration. ITDMs state that their greatest challenges to AI implementation are IT integration (governance, maintenance, security, etc.), lack of in-house expertise, and business case/justification. Ensure value by creating content that appeals to these areas and providing training where needed.

Further develop your understanding of ITDMs’ AI and Gen AI plans, their current level of satisfaction, and how you can assist them with their implementation by or contacting Foundry to explore in more detail.