A new report from independent communications agency MikeWorldWide has revealed a UK marketing industry gripped by hesitation and a crisis of confidence – with internal red tape, leadership indecision and tech-induced fatigue blocking bold, effective thinking and action.
The study, conducted by independent research agency Opinion Matters, surveyed 500 in-house communications and marketing professionals aged 25+ – from director to C-suite level – across B2B and B2C sectors with 20+ employees.
Nearly a third (30%) say they feel overwhelmed two to three days per week by the speed and volume of change affecting their role as a comms and marketing professionals – and 13% experience it daily. The pressure is especially high in B2C roles, where 34% report regular overwhelm (2-3 days a week), compared to 26% in B2B.
And yet, on the surface, confidence remains high. A striking 92%1 of respondents say they’re confident in their brand voice. But that confidence isn’t always translating into bold public action. Fear of reputational backlash is holding brands back from being more relevant and impactful in today’s media and social landscape for nearly a third (30%) of professionals – rising to 32% in B2C compared to 27% in B2B. It’s a sign that brand boldness is often curtailed by caution.
That same tension between confidence and caution is playing out in the rise of AI. Nearly all professionals surveyed (98%4) use AI in their work – particularly at senior levels, with 88% of Chief Communication Officers reporting either always or frequently use AI. However, for many, the tech designed to help them move faster is instead introducing new uncertainties.
Nearly two fifths (37%2) of Chief Marketing and Communication Officers believe AI poses a brand risk. More broadly, 38% of all respondents admit they are unclear about the ethical implications of using AI – a figure that rises to 41%2 among B2C professionals.
New Digital Age spoke to Sarah Moloney, UK Managing Director, MikeWorldWide, to find out more about the research…
Why did MikeWorldWide commission this research?
We commissioned it to bring clarity to what many of us in PR, marketing and communications have been sensing for a while – that while brand confidence may be on the rise, it’s being undermined by structural hesitation, operational friction and external
pressures. This wasn’t about issuing another generic industry pulse check. It was about capturing the tension between feeling confident in brand voice, yet boldness feeling unreachable. Our goal was to uncover the barriers to boldness and provide real-world
insights to help brands not just survive this moment, but lead it with confidence.
What, for you, were the stand-out findings?
One of the most striking findings is the gap between perceived brand confidence and actual action. 92% of professionals say they feel confident in their brand voice, yet 84% admit they’re held back from responding in real time to major moments. That contradiction
– between capability and caution – really stood out to me.
I was also struck by the role of leadership in either enabling or stalling brand momentum. More than a quarter of respondents say unclear leadership vision is a core blocker, and nearly 30% cite leadership indecision as the reason they can’t act quickly enough.
That tells us the challenge isn’t just external — it’s cultural and internal too.
Were there, from your perspective, any surprises in the results?
Absolutely. I was surprised by how few professionals openly admit to playing it safe – even though the data shows that brands are clearly being cautious. For example, 30% said fear of backlash is holding them back, yet 93% reject the idea that their brand voice is defensive. That disconnect was unexpected and revealing. It suggests that while brands want to be seen as bold, many are still struggling with how to operationalise that boldness in a way that feels safe and authentic.
How can brand marketers rediscover their confidence?
Confidence without capability is short-lived. So, the first step is about removing the operational barriers – the budget bottlenecks, compliance delays and leadership hesitancy – that stop teams from acting decisively. But beyond that, marketers need to ground their confidence in something deeper than just tone. Clarity of purpose, a shared understanding of values and real-time access to data and audience insight – these are the foundations that give teams the courage to speak up, stand out and move fast. As the report puts it, this is no longer about being the loudest voice in the room – it’s about being the clearest. It’s that clarity breeds confidence.
What skills should our next generation of marketing leaders be developing?
The next generation of marketing leaders need to be able to speak data, brand, tech, risk and culture with equal fluency. They need to balance analytical sharpness with emotional intelligence – being as comfortable interpreting sentiment dashboards as they are leading tough stakeholder conversations. But above all, they need to learn how to lead through uncertainty. That means embracing agility, championing experimentation and not being afraid to take informed risks. The brands that will lead the next decade aren’t just the ones that adapt – they’re the ones that set the pace.
