Senior leaders are recalibrating how they evaluate marketing, moving from isolated channel metrics toward a more integrated view of commercial performance. As buying cycles fragment and influence diffuses across digital and offline touchpoints, traditional assumptions about attribution, accountability, and investment timing are becoming less reliable, reshaping internal expectations and decision frameworks.

Revenue leaders are re-evaluating how they interpret market signals as buying groups fragment, data sets conflict, and internal KPIs drift from actual customer behavior. The shift is less about adding new channels and more about reframing how the organization defines relevance, allocates attention, and reconciles short-term results with longer-horizon positioning.