Uncertainty is no longer an occasional context in which companies operate, but a condition that defines how decisions are made. The latest Global Risk Barometer, published by the World Federation of Advertisers in partnership with consulting firm The Intangibles, clearly shows that the perception of risk among senior marketers and decision-makers has intensified over the past year.
More than 90% of respondents believe that the business environment today is more unpredictable and riskier than it was 12 months ago, while nearly eight out of ten say that “business as usual” is no longer a valid concept. This reflects a continuation of an existing trend, but with a structural shift: risk is not only present, its nature is changing, along with the way it impacts business.
Budgets under pressure, strategy under compromise
One of the clearest shifts relates to the financial framework within which marketing operates. As many as 97% of respondents report that budgets are under greater scrutiny than last year, representing an 18% increase.
This pressure directly affects planning. Seven out of ten respondents admit they are forced to prioritize short-term goals over long-term strategy, a significant increase compared to the previous year. In practice, this means redefining the role of marketing from a function that builds value over time to one that increasingly has to prove immediate impact.
At the same time, expectations from leadership are rising. As many as 73% of respondents report increased pressure to develop formal risk management strategies, further formalizing marketing’s responsibility within the broader business system.
Internal collaboration as a response to complexity
If there is one area where companies are finding room to maneuver, it is internal organization. As many as 92% of respondents say they are turning to internal ways of working to reduce risk, while the same percentage reports an increase in cross-functional collaboration.
This shift is not merely declarative. More than half of companies have already formed cross-functional teams that include marketing, legal, strategy, and corporate affairs. In nearly all cases, marketing is directly involved, confirming its expanding operational role.
Such a model points to a broader paradigm shift: risk management is no longer a standalone function, but a collective process requiring coordination across the entire organization.
AI is growing as a source of risk, but not the primary one
Although technology, particularly AI, is increasingly mentioned as a disruptive factor, the research shows it is still not the dominant source of concern. On a scale from 1 to 10, AI and similar technologies are rated at 6.9, marking an increase compared to last year.
However, geopolitics (8.3) and economic trends (7.7) still rank higher, suggesting that technological transformation, while significant, continues to operate within a broader context of global instability.
More responsibility, fewer resources
One of the key insights from the research highlights a growing gap between expectations and resources. As many as 93% of respondents say they are expected to achieve more with fewer investments and capacities.
In such an environment, the ability to prioritize and make decisions under pressure becomes a central competency. As Stephan Loerke, CEO of World Federation of Advertisers, notes, “marketers are used to managing risk, but the combination of geopolitical, economic, and technological uncertainties creates an extremely complex environment.”
A similar perspective comes from Jon Wilkins, partner at The Intangibles, who emphasizes the need for clear strategic frameworks and new decision-making models that can simultaneously address risk and opportunity.
Marketing between control and adaptation
What this research clearly articulates is that marketing is functioning less and less as an isolated function, and increasingly as an integrative part of the business system that must balance control and adaptation.
In an environment where change is accelerating and predictability is declining, the key advantage is no longer just creativity or efficiency, but the ability to translate complexity into operational decisions. And it is precisely here that the new role of marketing is being defined.
