Visionary Marketing Podcasts in English
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Recent Episodes
June 4, 2026
Agentic E-Commerce, Could AI Become the Shopfront
<p class="wp-block-paragraph">Agentic e-commerce is already reshaping how consumers discover and buy products online, yet it still accounts for barely 0.2% of total e-commerce traffic. BASE France is the French arm of Base.com, a Polish-born <a href="https://visionarymarketing.com/en/2008/01/02/saas-predictions/" type="post" id="250">SaaS</a> scale-up that has spent nearly two decades building operational infrastructure for online retailers. Its CEO, Ben Hamilton, brings a practitioner’s perspective to this emerging model: measured, practical, and refreshingly free of the hype that surrounds most conversations on the topic.</p> <h2 class="wp-block-heading">Agentic E-Commerce: Could AI Become the Shopfront?</h2> <figure class="wp-block-image size-large"><img fetchpriority="high" decoding="async" width="1024" height="574" src="https://visionarymarketing.com/wp-content/uploads/2026/06/young-van-crenne-an-empty-checkout-counter-in-a-minimalist-wa-9d9ae1e2-c724-4951-9fb3-c1a761753772-1-1024x574.jpg" alt="" class="wp-image-86248" srcset="https://visionarymarketing.com/wp-content/uploads/2026/06/young-van-crenne-an-empty-checkout-counter-in-a-minimalist-wa-9d9ae1e2-c724-4951-9fb3-c1a761753772-1-1024x574.jpg 1024w, https://visionarymarketing.com/wp-content/uploads/2026/06/young-van-crenne-an-empty-checkout-counter-in-a-minimalist-wa-9d9ae1e2-c724-4951-9fb3-c1a761753772-1-500x280.jpg 500w, https://visionarymarketing.com/wp-content/uploads/2026/06/young-van-crenne-an-empty-checkout-counter-in-a-minimalist-wa-9d9ae1e2-c724-4951-9fb3-c1a761753772-1-768x430.jpg 768w, https://visionarymarketing.com/wp-content/uploads/2026/06/young-van-crenne-an-empty-checkout-counter-in-a-minimalist-wa-9d9ae1e2-c724-4951-9fb3-c1a761753772-1-390x220.jpg 390w, https://visionarymarketing.com/wp-content/uploads/2026/06/young-van-crenne-an-empty-checkout-counter-in-a-minimalist-wa-9d9ae1e2-c724-4951-9fb3-c1a761753772-1.jpg 1456w" sizes="(max-width: 1024px) 100vw, 1024px" /><figcaption class="wp-element-caption">Imagine an agentic e-commerce world where e-commerce happens on smartphone screens and robots deliver your purchases. We might be on the brink of this future. This image was created using Midjourney. </figcaption></figure> <h3 class="wp-block-heading">Commerce as conversation: the oldest model in the book</h3> <p class="wp-block-paragraph">Before there were shops, there was conversation. For thousands of years, trade was oral. A buyer expressed a need, a seller responded with what they had, and the two parties negotiated until a deal was struck. The self-service retail store, born roughly a century ago, was a radical departure from this model. It replaced dialogue with browsing. It handed the customer a trolley and pointed them at the shelves.</p> <span id="more-86243"></span> <p class="wp-block-paragraph"></p> <p class="wp-block-paragraph">E-commerce then took that self-service model and, as Ben Hamilton puts it, “multiplied it by about 100,000.” The online shopper today faces a near-infinite array of products across dozens of marketplaces, with no guide, no-one to talk to, and no memory of what they looked at three tabs ago. It is efficient in theory. In practice, it is exhausting.</p> <h4 class="wp-block-heading">Back to future?</h4> <p class="wp-block-paragraph">The agentic model, Hamilton argues, represents something of a return to origins. Instead of browsing, the consumer talks. An agent listens, asks questions, proposes options, and eventually surfaces an answer to a need that the buyer may not even have been able to articulate clearly at the outset. “back to the future,” Hamilton explains, “that’s what I’m getting at. The agentic model takes us back to something closer to how human beings have traded over thousands of years compared to the last ten, twenty or even a hundred.”</p> <p class="wp-block-paragraph">My own experience bears this out. I recently found a diagnostician for a property I am selling. As a matter of fact, I didn’t find them through a Google search, but through a conversation with an LLM. I clicked through two or three irrelevant links before landing on exactly the right provider. I then completed the transaction on their website. The research was agentic; the checkout was not. That distinction, as it happens, sits at the heart of what Hamilton believes will define the next phase of e-commerce.</p> <figure class="wp-block-image size-full"><img decoding="async" width="800" height="800" src="https://visionarymarketing.com/wp-content/uploads/2026/06/ben-hamilton.jpg" alt="" class="wp-image-86311" style="aspect-ratio:16/9;object-fit:cover;object-position:50% 37%" srcset="https://visionarymarketing.com/wp-content/uploads/2026/06/ben-hamilton.jpg 800w, https://visionarymarketing.com/wp-content/uploads/2026/06/ben-hamilton-300x300.jpg 300w, https://visionarymarketing.com/wp-content/uploads/2026/06/ben-hamilton-150x150.jpg 150w, https://visionarymarketing.com/wp-content/uploads/2026/06/ben-hamilton-768x768.jpg 768w" sizes="(max-width: 800px) 100vw, 800px" /><figcaption class="wp-element-caption">Ben Hamilton on agentic e-commerce: “I can totally imagine a portion of that market occurring directly on an LLM”.</figcaption></figure> <h3 class="wp-block-heading">Agentic E-commerce: Where checkout will and won’t happen</h3> <p class="wp-block-paragraph">One of the more grounded contributions Hamilton makes to this debate is his refusal to conflate two distinct phenomena: AI influence over purchasing decisions, and AI completing the transaction itself. Much of the media discourse collapses the two. Hamilton does not.</p> <p class="wp-block-paragraph">“I don’t think we’re heading to a world where 20, 50 or 80% of online transactions happen on an LLM,” he says. “I would draw the distinction between where the checkout occurs and how much an agent is involved in the buying process.” For the foreseeable future, he believes, most consumers will continue to research via LLMs and transact on familiar websites and marketplaces. The inertia in human purchasing behaviour is simply too great for the checkout itself to migrate rapidly to a chat interface.</p> <p class="wp-block-paragraph">This view is supported by the data available. According to <a href="https://commercetools.com/blog/ai-trends-shaping-agentic-commerce">research by commercetools</a>, 73% of consumers already use AI somewhere in their shopping journey. Yet only 36% are open to AI agents making purchases on their behalf. In the US, the figure for autonomous AI purchasing drops to 14%. The gap between AI as advisor and AI as buyer is vast, and it will narrow slowly.</p> <h4 class="wp-block-heading">The risks associated with agentic e-commerce are high</h4> <p class="wp-block-paragraph">The risks of handing uncapped authority to an AI agent are no longer hypothetical. In late May 2026, an AI consultant <a href="https://www.axios.com">reported to Axios</a> that one of their enterprise clients had accidentally accumulated a <a href="https://techstartups.com/2026/05/28/company-accidentally-spent-500-million-on-claude-ai-in-one-month-after-forgetting-usage-limits/">$500 million bill on Anthropic’s Claude in a single month</a>, simply by giving employees unrestricted access to the platform with no usage controls in place. Agentic workflows, which loop through tasks repeatedly, consume tokens at a rate orders of magnitude higher than a standard chat query. The bill was not the result of malicious use or a system failure. It was the predictable outcome of deploying autonomous agents without guardrails. The case is far from isolated: <a href="https://fortune.com/2026/05/26/uber-coo-ai-spending-tokens-claude-code/">Uber reportedly exhausted its entire 2026 AI budget by April</a>, with per-engineer costs running between $500 and $2,000 monthly. “You’ve got to be bold to give them no upper limit on transactions,” Hamilton observed, and the arithmetic proved him right.</p> <p class="wp-block-paragraph">[Editor’s note: I misquoted a similar anecdote about the Davos Summit during the interview. I’d heard or read this story in traditional media but couldn’t verify it with facts. I suspect it might have been fabricated. I replaced it with the above, duly sourced information.]</p> <h4 class="wp-block-heading">The check out must remain on the merchant’s platform</h4> <p class="wp-block-paragraph">OpenAI itself learned this lesson when it <a href="https://ecommercefastlane.com/a-retailers-guide-to-ai-shopping-protocols/">launched Instant Checkout in September 2025</a>, which allowed purchases to complete directly inside ChatGPT. By March 2026, the feature had been shut down. Brands rejected the model, citing the loss of traffic, customer data, and loyalty flows. Shopify’s own position makes the point clearly. At the <a href="https://seekingalpha.com/article/4877828-shopify-inc-shop-presents-at-morgan-stanley-technology-media-and-telecom-conference-2026">Morgan Stanley Technology, Media and Telecom Conference in March 2026</a>, Finkelstein noted that barely a dozen Shopify merchants were live on agentic commerce at the time. On the <a href="https://www.fool.com/earnings/call-transcripts/2026/05/05/shopify-shop-q1-2026-earnings-transcript/">Q1 2026 earnings call</a>, he was unambiguous: “LLMs do not bypass Shopify’s checkout.” The checkout, the payment flow, and the post-purchase relationship remain squarely on the merchant’s platform.</p> <h4 class="wp-block-heading">A natural segmentation</h4> <p class="wp-block-paragraph">Hamilton sees a natural segmentation emerging by category. Low-value, frequently purchased household items lend themselves to fully autonomous agentic purchasing. “I can totally imagine a portion of that market occurring direct on an LLM,” he says. “Hey, I’ve run out of toothpaste, can you order me some?” High-involvement purchases, and anything with significant financial or emotional stakes, will retain human control over the final step for a long time yet.</p> <h3 class="wp-block-heading">The death of keyword search, greatly exaggerated</h3> <p class="wp-block-paragraph">The brands Hamilton speaks with regularly are, understandably, worried. Most have spent the past two decades learning the rules of a game built around keyword search and performance marketing. That game has not ended, but the goalposts have shifted, and nobody is quite sure where they have moved to.</p> <figure class="wp-block-image size-large"><img decoding="async" width="1024" height="576" src="https://visionarymarketing.com/wp-content/uploads/2026/06/6bb2d994-6373-42be-8a0b-ee48570e7434-1024x576.jpg" alt="agentic e-commerce" class="wp-image-86256" srcset="https://visionarymarketing.com/wp-content/uploads/2026/06/6bb2d994-6373-42be-8a0b-ee48570e7434-1024x576.jpg 1024w, https://visionarymarketing.com/wp-content/uploads/2026/06/6bb2d994-6373-42be-8a0b-ee48570e7434-500x281.jpg 500w, https://visionarymarketing.com/wp-content/uploads/2026/06/6bb2d994-6373-42be-8a0b-ee48570e7434-768x432.jpg 768w, https://visionarymarketing.com/wp-content/uploads/2026/06/6bb2d994-6373-42be-8a0b-ee48570e7434-1536x864.jpg 1536w, https://visionarymarketing.com/wp-content/uploads/2026/06/6bb2d994-6373-42be-8a0b-ee48570e7434-390x220.jpg 390w, https://visionarymarketing.com/wp-content/uploads/2026/06/6bb2d994-6373-42be-8a0b-ee48570e7434.jpg 1672w" sizes="(max-width: 1024px) 100vw, 1024px" /><figcaption class="wp-element-caption">Brands are understandably worried. Most have spent the past two decades learning the rules of a game built around keyword search and performance marketing and the goalposts have shifted, and nobody is quite sure where they have moved to. Gabriel Magalhães didn’t even need this to miss in the 2026 UEFA Cup Final penalty shootout. This image was tweaked with ChatGPT. </figcaption></figure> <h4 class="wp-block-heading">The scale of the agentic e-commerce shift</h4> <div style="background:#FFECEC;border-left:4px solid #CC0000;padding:14px 18px;margin:28px 0;font-size:0.95em;line-height:1.6;"> <p style="margin:0 0 8px 0;"><strong style="color:#990000;">Key figures: the scale of the shift</strong></p> <ul style="margin:0;padding-left:1.4em;"> <li style="margin-bottom:5px;">AI-driven sessions still represent below 0.2% of total e-commerce traffic, though they are the fastest-growing channel (<a href="https://ecommerceguide.com/a/ecommerce-statistics/">Digital Commerce 360, 2025</a>)</li> <li style="margin-bottom:5px;">GenAI referrals to US retail sites grew 693% year-on-year during the 2025 holiday season (<a href="https://elogic.co/blog/generative-ai-ecommerce-2026/">Adobe Analytics</a>)</li> <li style="margin-bottom:5px;">Gartner forecast that traditional search engine volume would drop 25% by 2026 as AI chatbots captured search share (<a href="https://www.gartner.com/en/newsroom/press-releases/2024-02-19-gartner-predicts-search-engine-volume-will-drop-25-percent-by-2026-due-to-ai-chatbots-and-other-virtual-agents">Gartner, 2024</a>)</li> <li style="margin-bottom:5px;">By early 2026, ChatGPT reached approximately 17% of global search queries against Google’s 78%</li> <li style="margin-bottom:5px;">Over 60% of Google searches now end without a click, across multiple industry studies</li> <li style="margin-bottom:5px;">Retailers with AI agent integration grew 32% faster during Cyber Week 2025 than those without (Salesforce)</li> </ul> </div> <p class="wp-block-paragraph">Hamilton’s view on the fate of keyword search is careful rather than apocalyptic. Google will not lose its advertising revenues overnight. But the direction of travel is clear. Search queries will progressively migrate towards conversational interfaces, for the simple reason that we rarely know precisely what we want when we start looking. “We don’t necessarily know what we want 90% of the time,” he observes. “It takes a bit of a conversation to elicit exactly what we’re looking for.” Keyword search was always a crude proxy for intent. LLMs are, at least in principle, better placed to decode it.</p> <h4 class="wp-block-heading">Agentic e-commerce by the numbers</h4> <figure class="wp-block-image size-large"><img decoding="async" width="1024" height="572" src="https://visionarymarketing.com/wp-content/uploads/2026/06/agentic-ecommerce-infographic-visionary-marketing-06-2026-1024x572.jpg" alt="agentic e-commerce" class="wp-image-86261" srcset="https://visionarymarketing.com/wp-content/uploads/2026/06/agentic-ecommerce-infographic-visionary-marketing-06-2026-1024x572.jpg 1024w, https://visionarymarketing.com/wp-content/uploads/2026/06/agentic-ecommerce-infographic-visionary-marketing-06-2026-500x279.jpg 500w, https://visionarymarketing.com/wp-content/uploads/2026/06/agentic-ecommerce-infographic-visionary-marketing-06-2026-768x429.jpg 768w, https://visionarymarketing.com/wp-content/uploads/2026/06/agentic-ecommerce-infographic-visionary-marketing-06-2026.jpg 1376w" sizes="(max-width: 1024px) 100vw, 1024px" /><figcaption class="wp-element-caption">Agentic e-commerce by the numbers. Infographic made with Gemini</figcaption></figure> <p class="wp-block-paragraph">The question for brands is what to do about this. Hamilton’s prescription is structural rather than cosmetic. Brands need to become machine-readable, which means structured data connected to the right protocols, not just well-written product descriptions. Three open standards now define how AI agents interact with merchants: MCP (Model Context Protocol, originally developed by Anthropic and donated to the Linux Foundation in December 2025), ACP (OpenAI and Stripe, September 2025), and UCP (Google and Shopify, announced at NRF in January 2026). <a href="https://www.ekamoira.com/blog/how-ai-agents-are-changing-e-commerce-in-2026-open-protocols-explained-complete-guide">Shopify activated a default MCP endpoint for all its stores in Summer 2025</a>. These are not optional extras. They are the new plumbing.</p> <h4 class="wp-block-heading">MCP, ACP or UCP and the agentic acronym soup</h4> <p class="wp-block-paragraph">I raised with Hamilton the practical reality for most merchants, who have no idea what MCP, ACP, or UCP even stand for. His response was reassuring on one level, and sobering on another. Platforms like BASE are absorbing this complexity on behalf of their clients. A small or mid-sized retailer does not need to recruit data scientists or build protocol integrations in-house. They can, if they choose; the new generation of coding tools makes that more feasible than ever. But they can equally rely on an operational platform that handles those connections for them.</p> <p class="wp-block-paragraph">The sobering part comes when Hamilton acknowledges a concern he is genuinely uncertain about. Even if the protocols function perfectly, will LLMs be able to surface smaller independent brands alongside the big players with their vast content libraries and tens of thousands of referring domains? <a href="https://www.goodfirms.co/resources/seo-statistics-ai-search-rankings-zero-click-trends" target="_blank" rel="noreferrer noopener">Research from Airops</a> suggests that brands are 6.5 times more likely to be cited in AI answers through third-party sources than through their own domains. According to <a href="https://www.searchenginejournal.com/new-data-top-factors-influencing-chatgpt-citations/561954/" target="_blank" rel="noreferrer noopener">SE Ranking’s analysis of 129,000 domains</a>, sites with more than 32,000 referring domains are 3.5 times more likely to be cited by ChatGPT than lower-authority counterparts. Scale, in other words, confers an advantage in AI visibility just as it did in paid search. The field may level in some ways; in others, it may simply tilt differently.</p> <h3 class="wp-block-heading">Operational excellence as the new marketing in this agentic e-commerce world</h3> <div style="background:#FFECEC;border-left:4px solid #CC0000;padding:14px 18px;margin:28px 0;font-size:0.95em;line-height:1.6;"> <p style="margin:0 0 8px 0;"><strong style="color:#990000;">What AI agents actually evaluate</strong></p> <ul style="margin:0;padding-left:1.4em;"> <li style="margin-bottom:5px;">Unlike Google’s search algorithm, which can be influenced by ad spend, AI agents query real-time signals: live stock levels, shipping terms, return policies, and customer review aggregates.</li> <li style="margin-bottom:5px;">Structured data across these dimensions is now considered standard for AI visibility by the major platforms.</li> <li style="margin-bottom:5px;">Retailers with AI agent integration achieved roughly 7x better sales growth during Cyber Week 2025 than those without (<a href="https://commercetools.com/blog/ai-trends-shaping-agentic-commerce" target="blank">Salesforce</a>).</li> </ul> </div> <p class="wp-block-paragraph">Perhaps Hamilton’s most interesting claim, and the one most counterintuitive to marketers, is that operational excellence is becoming a direct marketing lever. An AI agent evaluating a recommendation does not care how much a brand has spent on Amazon retail media. It will scrape ten thousand reviews in half a second and draw its own conclusions about delivery reliability, return handling, and product quality. No media budget can substitute for that data trail.</p> <blockquote class="wp-block-quote quote-light is-layout-flow wp-block-quote quote-light-is-layout-flow"> <p class="wp-block-paragraph">“I think we’re heading to a world where operational excellence will count for more in the decision process,” Hamilton says, “and will be less easily brushed behind the curtains with a bit of ad spend.” This is, in theory, good news for consumers and for competent smaller operators who have always delivered well but lacked the budget to outrank wealthier rivals in paid search. Whether it will materialise in practice depends on whether LLMs can actually surface those operators when large brands flood the information environment with well-structured, high-quality content.</p> </blockquote> <p class="wp-block-paragraph">BASE France sits at exactly this intersection. The platform manages what it describes as the “spinal column” of an e-commerce operation: product catalogue management, order handling, marketplace feeds, stock synchronisation, and shipping. These are also, precisely, the data layers that AI agents query in real time when assembling recommendations. <a href="https://base.com/en-GB/integrations/" target="_blank" rel="noreferrer noopener">BASE connects to more than 1,700 integrations globally</a> and serves some 30,000 merchants across more than 180 countries. In France, launched in early 2026 and operating from Bordeaux, the platform already counts 150 clients including Kiabi, Back Market, and Spartoo, with connections to around 250 marketplaces and partners.</p> <p class="wp-block-paragraph">The platform’s value proposition in an agentic world, as Hamilton frames it, is straightforward: merchants who want to be visible to AI agents need to expose the right data through the right protocols. BASE does that for them, whether or not a checkout ever happens inside an LLM.</p> <h3 class="wp-block-heading">The forecasts, the hype, and the rising tide</h3> <p class="wp-block-paragraph"><a href="https://www.mckinsey.com/featured-insights/themes/are-you-or-your-ai-agent-shopping-on-cyber-monday">McKinsey estimates</a> that agentic commerce could redirect between three and five trillion dollars in global retail spend by 2030, with up to one trillion of that in the US alone. <a href="https://www.bain.com/insights/2030-forecast-how-agentic-ai-will-reshape-us-retail-snap-chart/">Bain puts the US figure</a> at 300 to 500 billion dollars, representing 15% to 25% of total US e-commerce sales. These numbers attract attention and, inevitably, scepticism.</p> <p class="wp-block-paragraph">Hamilton’s response is precise. He notes that global retail in 2030 will likely be somewhere around 50 trillion dollars. On that basis, the McKinsey and Bain figures imply that agentic commerce will account for somewhere between one and ten percent of total retail within four years. That is plausible, he suggests, if the definition of “agentic” is broad enough to include any transaction where an AI agent played a role somewhere in the funnel, from discovery to decision, not just cases where the checkout itself occurred on an LLM. Physical retail is not exempt either: a consumer standing in a supermarket aisle, consulting Gemini on their phone about which of two products is better, is already part of this story.</p> <p class="wp-block-paragraph">The honest summary is that we are watching a slow revolution rather than a tidal wave. “Maybe a year or two ago, some people made it sound imminent,” Hamilton reflects. “When it comes to retail, there’s still quite a lot of human behaviour inertia in the system. Things aren’t going to change drastically in the next twelve or twenty-four months. But over ten or fifteen years, it’s pretty difficult to imagine consumer behaviour and the retail experience looking anything like what it looks like today.”</p> <h4 class="wp-block-heading">Three priorities</h4> <p class="wp-block-paragraph">For merchants wondering what to do right now, Hamilton’s three priorities are: </p> <ol class="wp-block-list"> <li>become machine-readable through structured data and protocol connections,</li> <li>maintain high-quality content that reflects genuine expertise,</li> <li>and resist the temptation to flood the market with AI-generated copy. </li> </ol> <p class="wp-block-paragraph">On that last point, he is candid. “Humans are starting to get pretty good at telling what is AI-generated and what isn’t. When you read things now, you almost have a sixth sense for ‘I think a machine wrote that.'” Good news, as I told him, for <a href="https://agency.visionarymarketing.com" target="_blank" rel="noreferrer noopener">those of us who write for a living</a>.</p> <figure class="wp-block-image size-large"><img decoding="async" width="1024" height="572" src="https://visionarymarketing.com/wp-content/uploads/2026/06/agentic-e-commerce-three-advice-hamilton-1024x572.jpg" alt="agentic e-commerce" class="wp-image-86263" srcset="https://visionarymarketing.com/wp-content/uploads/2026/06/agentic-e-commerce-three-advice-hamilton-1024x572.jpg 1024w, https://visionarymarketing.com/wp-content/uploads/2026/06/agentic-e-commerce-three-advice-hamilton-500x279.jpg 500w, https://visionarymarketing.com/wp-content/uploads/2026/06/agentic-e-commerce-three-advice-hamilton-768x429.jpg 768w, https://visionarymarketing.com/wp-content/uploads/2026/06/agentic-e-commerce-three-advice-hamilton.jpg 1376w" sizes="(max-width: 1024px) 100vw, 1024px" /><figcaption class="wp-element-caption">Three things merchants should do to score high in agentic e-commerce according to BASE.com’s Ben Hamilton. <br />Infographic made with Gemini and Adobe Photoshop</figcaption></figure> <h3 class="wp-block-heading">The winners: a scenario Hamilton wants to believe</h3> <p class="wp-block-paragraph">I asked Hamilton, as a final question, who he thought would win in this new landscape. Big retailers with scale advantages? Platform giants? Or the long tail of independent merchants who have always competed on product and service rather than budget?</p> <p class="wp-block-paragraph">His answer was honest about the limits of his own conviction. He described the scenario he wants rather than the one he necessarily expects. In that scenario, agentic commerce levels the playing field by reducing the influence of performance marketing budgets and increasing the weight of genuine operational quality. </p> <blockquote class="wp-block-quote quote-light is-layout-flow wp-block-quote quote-light-is-layout-flow"> <p class="wp-block-paragraph">“I like to believe that those who have superior products and superior service will get more and more traffic,” he said. Whether the reality will be so equitable depends on whether AI recommendation systems can overcome their own structural biases towards scale and data volume.</p> </blockquote> <p class="wp-block-paragraph">I was reminded, hearing this, of an IBM advertisement from the 1990s that showed an Italian woman selling her homemade spaghetti sauce to the world via the internet. The vision was real. The timeline was not. It took twenty years for that kind of global reach to become genuinely accessible to small producers. The analogy is imperfect but instructive. Agentic commerce will likely democratise access to markets over time. That time will be measured in years, not months.</p> <div style="background:#D6EAF8;border-left:4px solid #2471A3;padding:14px 18px;margin:28px 0;font-size:0.95em;line-height:1.6;"> <p style="margin:0 0 6px 0;"><strong>Ben Hamilton and Base.com</strong></p> <p style="margin:0;">Ben Hamilton is CEO of BASE France, the French arm of <a href="https://base.com/fr-FR/home">Base.com</a>, a Polish-born e-commerce SaaS scale-up founded in 2006. With nearly two decades of expertise and a presence in more than 20 countries, Base serves approximately 30,000 merchants worldwide and generated €50 million in revenue in 2024. BASE France was officially launched in early 2026, operating from Bordeaux with a team of 20. The platform covers order management, stock synchronisation, shipping, marketplace feeds, and AI-ready product enrichment. Ben Hamilton is a regular speaker on the strategic implications of AI for e-commerce visibility and discovery.</p> </div> <p>The post <a href="https://visionarymarketing.com/en/2026/06/04/agentic-e-commerce-when-ai-becomes-the-shopfront/">Agentic E-Commerce, Could AI Become the Shopfront</a> appeared first on <a href="https://visionarymarketing.com/en/">Marketing and Innovation</a>.</p>
May 21, 2026
GenAI in Higher Education, Legitimacy and Laziness
<p>Alain Goudey is Associate Dean for Digital Innovation at <a href="https://www.neoma-bs.com">Neoma Business School</a> and co-author of a peer-reviewed study on GenAI in Higher Education. The survey focused on how students, faculty, and deans perceive the legitimacy of generative AI in French management education. His findings are both reassuring and unsettling.</p> <h2 class="wp-block-heading">GenAI in Higher Education, Legitimacy and Laziness, and the Exam That No Longer Makes Sense</h2> <figure class="wp-block-image size-large"><img fetchpriority="high" decoding="async" width="1024" height="574" src="https://visionarymarketing.com/wp-content/uploads/2026/05/young-van-crenne-cross-section-view-of-a-university-building-b7672aee-bfe5-4c4d-b22e-7c23095848e9-1-1024x574.jpg" alt="GenAI in higher Education" class="wp-image-86127" srcset="https://visionarymarketing.com/wp-content/uploads/2026/05/young-van-crenne-cross-section-view-of-a-university-building-b7672aee-bfe5-4c4d-b22e-7c23095848e9-1-1024x574.jpg 1024w, https://visionarymarketing.com/wp-content/uploads/2026/05/young-van-crenne-cross-section-view-of-a-university-building-b7672aee-bfe5-4c4d-b22e-7c23095848e9-1-500x280.jpg 500w, https://visionarymarketing.com/wp-content/uploads/2026/05/young-van-crenne-cross-section-view-of-a-university-building-b7672aee-bfe5-4c4d-b22e-7c23095848e9-1-768x430.jpg 768w, https://visionarymarketing.com/wp-content/uploads/2026/05/young-van-crenne-cross-section-view-of-a-university-building-b7672aee-bfe5-4c4d-b22e-7c23095848e9-1-390x220.jpg 390w, https://visionarymarketing.com/wp-content/uploads/2026/05/young-van-crenne-cross-section-view-of-a-university-building-b7672aee-bfe5-4c4d-b22e-7c23095848e9-1.jpg 1456w" sizes="(max-width: 1024px) 100vw, 1024px" /><figcaption class="wp-element-caption">The picture that emerges from a study on GenAI in Higher Education is less a battlefield than a hall of mirrors, where every stakeholder sees a different problem and reaches for a different solution. All illustrations in text made with Midjourney<br /></figcaption></figure> <p>When Alain Goudey and his colleagues began surveying French higher education in early 2024, they were not trying to settle the question of whether generative AI was good or bad. They were trying to understand something more precise: why the same tool could be simultaneously valued, feared, accepted, and denounced, sometimes by the same person in the same breath. </p> <span id="more-86103"></span> <p>Their study sits at the heart of what makes GenAI in higher education such a contested terrain. The resulting study, published in the <a href="https://aisel.aisnet.org/cais/">Communications of the Association for Information Systems</a> (CAIS), drew on surveys of 668 students, 204 faculty members, and 29 deans, completed by 22 in-depth interviews with early-adopter professors. The picture that emerges is less a battlefield than a hall of mirrors, where every stakeholder sees a different problem and reaches for a different solution.</p> <p>The starting point is a number that should have settled the debate. Between 80 and 92 per cent of students, depending on the institution surveyed, are already using GenAI tools in their academic work. ChatGPT’s public release produced that figure within roughly 18 months. The tool did not wait for institutional permission. It deployed itself. And higher education is still, in many places, writing the policy.</p> <h2 class="wp-block-heading">The productivity trap</h2> <p>Alain identifies the central tension plainly. Students value GenAI for speed, idea generation, and study support. They also fear, and their institutions fear with them, what the research calls “metacognitive laziness”: the gradual erosion of the cognitive effort that produces real learning. He believes this is not a contradiction to resolve but a course architecture challenge.</p> <blockquote class="wp-block-quote quote-light is-layout-flow wp-block-quote quote-light-is-layout-flow"> <p>“The resolution of this problem lies in course design, where we need to deliberately reintroduce cognitive effort and reflection into GenAI as a tool, not as a replacement for human cognition.”</p> </blockquote> <p>The issue, as he puts it, is not the technology but the posture the user brings to it. Someone who submits what he calls a “naive prompt” receives a naive answer, smoothly formatted and perfectly mediocre. The tool is capable of something far more useful, if the user brings enough domain knowledge and critical intent to the conversation.</p> <blockquote class="wp-block-quote quote-light is-layout-flow wp-block-quote quote-light-is-layout-flow"> <p>“You have to nurture your own thinking process instead of delegating the whole process to the machine.”</p> </blockquote> <p>This is, as I noted during our conversation, less a matter of prompt engineering than of basic intellectual discipline: the capacity to question the question before asking it, something philosophy departments have been teaching for centuries under less fashionable names.</p> <figure class="wp-block-image size-large"><img decoding="async" width="1024" height="574" src="https://visionarymarketing.com/wp-content/uploads/2026/05/young-van-crenne-a-worn-paperback-copy-of-homers-odyssey-and-c1d24ef2-1ef9-4c76-ab98-6df224346872-1-1024x574.jpg" alt="GenAI in Higher Education" class="wp-image-86128" srcset="https://visionarymarketing.com/wp-content/uploads/2026/05/young-van-crenne-a-worn-paperback-copy-of-homers-odyssey-and-c1d24ef2-1ef9-4c76-ab98-6df224346872-1-1024x574.jpg 1024w, https://visionarymarketing.com/wp-content/uploads/2026/05/young-van-crenne-a-worn-paperback-copy-of-homers-odyssey-and-c1d24ef2-1ef9-4c76-ab98-6df224346872-1-500x280.jpg 500w, https://visionarymarketing.com/wp-content/uploads/2026/05/young-van-crenne-a-worn-paperback-copy-of-homers-odyssey-and-c1d24ef2-1ef9-4c76-ab98-6df224346872-1-768x430.jpg 768w, https://visionarymarketing.com/wp-content/uploads/2026/05/young-van-crenne-a-worn-paperback-copy-of-homers-odyssey-and-c1d24ef2-1ef9-4c76-ab98-6df224346872-1-390x220.jpg 390w, https://visionarymarketing.com/wp-content/uploads/2026/05/young-van-crenne-a-worn-paperback-copy-of-homers-odyssey-and-c1d24ef2-1ef9-4c76-ab98-6df224346872-1.jpg 1456w" sizes="(max-width: 1024px) 100vw, 1024px" /><figcaption class="wp-element-caption">GenAI in Higher Education: faculty should train students in GenAI tools and their limitations. They also teach Homer’s Odyssey and Shelley’s Frankenstein as part of the management curriculum. Image made with Midjourney</figcaption></figure> <p>That observation prompted Alain to make a point about AI literacy that differs from what is generally proffered. The debate is not simply about knowing how the tools work technically. It is, equally, about knowing enough about the subject matter to judge whether the output is any good. The observation that AI is most powerful in the hands of people who already know the business resonates here. GenAI does not replace expertise. It amplifies whatever expertise the user already brings.</p> <p>Which raises an uncomfortable question for institutions producing graduates who may never have had the chance to develop that expertise in the first place.</p> <p>At Neoma, the response has been deliberately dual. Faculty train students in GenAI tools and their limitations. They also teach Homer’s Odyssey and Shelley’s Frankenstein as part of the management curriculum. The goal is not cultural enrichment for its own sake. It is to give students mental models for envisioning what leadership looks like, or what happens when creation escapes the intentions of its creator.</p> <p>Alain describes this as “building cognitive infrastructure”:</p> <blockquote class="wp-block-quote quote-light is-layout-flow wp-block-quote quote-light-is-layout-flow"> <p>“We need students to be able to envision the world through different models, different kinds of processes and theoretical frameworks, in order to develop genuine critical thinking about what AI generates.”</p> </blockquote> <p>A degree in management that skips that foundation produces graduates who can operate the tool but cannot judge its output.</p> <h2 class="wp-block-heading">Exams that assessed the wrong thing</h2> <p>The structural challenge shows up most sharply when it comes to assessments. A professor who can produce a two-hour exam in three minutes is facing students who can answer that exam in equally little time. The diagnostic value of the exercise has vanished.</p> <blockquote class="wp-block-quote quote-light is-layout-flow wp-block-quote quote-light-is-layout-flow"> <p>“If ChatGPT or any GenAI tool can pass an exam, you need to redesign the exam.”</p> </blockquote> <p>Alain’s prescription is not a retreat to pen and paper, though he acknowledges that supervised handwritten assessment is the simplest available defence.</p> <figure class="wp-block-image size-large"><img decoding="async" width="1024" height="574" src="https://visionarymarketing.com/wp-content/uploads/2026/05/young-van-crenne-a-university-exam-sheet-on-a-wooden-desk-han-6bfee384-848f-4faf-a61e-3ad23615b6b2-0-1024x574.jpg" alt="" class="wp-image-86129" srcset="https://visionarymarketing.com/wp-content/uploads/2026/05/young-van-crenne-a-university-exam-sheet-on-a-wooden-desk-han-6bfee384-848f-4faf-a61e-3ad23615b6b2-0-1024x574.jpg 1024w, https://visionarymarketing.com/wp-content/uploads/2026/05/young-van-crenne-a-university-exam-sheet-on-a-wooden-desk-han-6bfee384-848f-4faf-a61e-3ad23615b6b2-0-500x280.jpg 500w, https://visionarymarketing.com/wp-content/uploads/2026/05/young-van-crenne-a-university-exam-sheet-on-a-wooden-desk-han-6bfee384-848f-4faf-a61e-3ad23615b6b2-0-768x430.jpg 768w, https://visionarymarketing.com/wp-content/uploads/2026/05/young-van-crenne-a-university-exam-sheet-on-a-wooden-desk-han-6bfee384-848f-4faf-a61e-3ad23615b6b2-0-390x220.jpg 390w, https://visionarymarketing.com/wp-content/uploads/2026/05/young-van-crenne-a-university-exam-sheet-on-a-wooden-desk-han-6bfee384-848f-4faf-a61e-3ad23615b6b2-0.jpg 1456w" sizes="(max-width: 1024px) 100vw, 1024px" /><figcaption class="wp-element-caption">The structural challenge shows up most sharply when it comes to assessments. A professor in Higher Education who can produce a two-hour exam in three minutes with GenAI is facing students who can answer that exam in equally little time. The diagnostic value of the exercise has vanished. Image made with Midjourney</figcaption></figure> <p>His more substantive response is a structural shift. He believes one should refrain from just assessing content acquisition at the end of a course, favouring the assessment of competencies as the course progresses. This implies more frequent, lower-stakes evaluations embedded in the process itself.</p> <p>Live problem-solving, process-based assessment, and in-person oral examinations all preserve some of what the traditional exam was supposed to measure. The caveat he adds is honest: no format is fully immune. AI models are evolving too quickly for any single solution to remain adequate for any length of time. The appropriate response is not to find a permanent answer but to treat redesign as an ongoing practice.</p> <p>The deeper implication, which runs through the paper’s conclusion, is that what higher education is actually selling may need to change. If content can be retrieved, synthesised, and presented at negligible cost by a tool available to anyone with a browser, the degree that certifies mastery of content is certifying something of diminishing value. What retains value are the competencies that AI cannot yet credibly replicate: contextual judgement, ethical reasoning, the ability to construct and test frameworks against reality.</p> <p>This, in essence, is also how I tend to approach AI teaching, be it with engineering or business school students, especially within the framework of my course at <a href="https://www.omneseducation.com">Omnes Education</a> (now in its fourth consecutive year).</p> <h2 class="wp-block-heading">GenAI in Higher Education: The Fragmented Institution</h2> <p>Higher education’s institutional response to GenAI in higher education has been, to put it gently, uneven. <a href="https://www.sciencespo.fr">Sciences Po</a> banned ChatGPT in January 2023, then changed its mind. Thirty-five French public universities have partnered with <a href="https://mistral.ai">Mistral AI</a>. Institutions are drafting a national charter. Neoma, where Alain is Associate Dean for Digital Innovation, was among the first French business schools to formalise its approach, launching a programme to train faculty, staff, and students with a shared initial curriculum before moving to dedicated workshops on curriculum design, assessment, and the redesign of learning experiences.</p> <p>What the research reveals is that this institutional activity is not solving a single problem. There are three different stakeholder groups each attempting to solve their own version of the problem under the same label.</p> <p>Students want rules and AI literacy training. Faculty are developing their own teaching approaches through peer-led workshops. Deans are setting policy and negotiating sovereign infrastructure. The concerns escalate in a predictable direction: individual academic performance for students, assessment integrity for faculty, institutional reputation for deans. They are not always in conversation with each other.</p> <p>Alain’s framework for addressing this fragmentation involves working simultaneously at three levels: infrastructure, course design, and governance. What he advocates for, and what he argues Neoma attempted, is to bring all three audiences into contact with the technology under a shared framing, early enough that no single group can entrench itself in a position that makes later coordination impossible.</p> <h4 class="wp-block-heading">The equity question</h4> <p>The question of equity cuts across all three levels. Access to premium AI models is not free. When I raised the issue about the gap between basic and professional subscription tiers, Alain’s response was characteristic: the infrastructure problem is real but secondary.</p> <blockquote class="wp-block-quote quote-light is-layout-flow wp-block-quote quote-light-is-layout-flow"> <p>“The biggest inequity is not about accessing the tool, but being able to use it in the right way.”</p> </blockquote> <p>At Neoma, the institutional partnership with Mistral provides all students with access to a professional-grade tool. What the data shows, even with equal access, is a large gap between students who use GenAI to get the fastest possible answer and those who use it to deepen their thinking, and that gap is not closed by equalising subscriptions.</p> <p>Even if I tend to agree with most of what Alain is stating, I do think that the rise of prices for premium models is predictable. This is due to the gap between investments and business returns. This will almost inevitably lead to an economic divide between the haves and the have-nots. Looking at <a href="https://www.anthropic.com/pricing">Anthropic’s Claude pricing structure</a> is indeed revealing in that sense. <strong>Beyond the Pro model</strong>, which is very limited in token usage, especially if you use the more sophisticated Opus 4.6 model, <strong>prices already amount to €1,200 per annum</strong>. That is not a negligible sum, which is especially worrying at a time when Claude is rapidly becoming the norm for users who care about quality.</p> <figure class="wp-block-image size-large"><img loading="lazy" decoding="async" width="1024" height="884" src="https://visionarymarketing.com/wp-content/uploads/2026/05/screenshot-2026-05-20-at-120340-1024x884.jpg" alt="Claude Pricing" class="wp-image-86122" srcset="https://visionarymarketing.com/wp-content/uploads/2026/05/screenshot-2026-05-20-at-120340-1024x884.jpg 1024w, https://visionarymarketing.com/wp-content/uploads/2026/05/screenshot-2026-05-20-at-120340-347x300.jpg 347w, https://visionarymarketing.com/wp-content/uploads/2026/05/screenshot-2026-05-20-at-120340-768x663.jpg 768w, https://visionarymarketing.com/wp-content/uploads/2026/05/screenshot-2026-05-20-at-120340.jpg 1186w" sizes="auto, (max-width: 1024px) 100vw, 1024px" /><figcaption class="wp-element-caption">What will be the impact of towering prices of GenAI on Higher Education? God only knows…</figcaption></figure> <div class="wp-block-group vm-box" style="background-color:#deeaf1;border-left:4px solid #2e75b6;padding:1.2em 1.5em;margin-top:1.5em;margin-bottom:1.5em"> <h3>The “AI heroes” problem</h3> <p>One of the most striking formulations to emerge from Alain’s research is what he calls the “AI hero” phenomenon. Across French higher education institutions, there are faculty members doing excellent, innovative instructional work with GenAI, designing new assessment formats, running workshops, rethinking entire modules around AI-augmented learning. They produce results. And they do it largely alone, without institutional recognition, without career incentives, and without any mechanism for sharing what they have learned.</p> <p>The incentives are wrong. In higher education, research output is rewarded. Course design is not, or at least not in the same way. An “AI hero” who redesigns an entire programme around GenAI competencies may receive less professional recognition than a colleague who publishes a single journal article.</p> <p>“We need to help all these AI heroes to gain more consideration for educational innovation, which is not necessarily by design the case within higher education.”</p> <p>The risk, if this is not addressed, is a two-tier system: a minority of digitally confident faculty pulling their students forward, while the majority are left behind, neither trained nor incentivised to engage. The grassroots innovation is real and valuable. Without institutional structures to recognise, reward, and replicate it, it remains an exception rather than a model.</p> </div> <h2 class="wp-block-heading">GenAI in Higher Education, Where legitimacy breaks down</h2> <p>The theoretical backbone of the study is <a href="https://journals.aom.org/doi/10.5465/amr.1995.9508080331">Suchman’s triadic model of legitimacy</a>, which distinguishes between pragmatic legitimacy (does the tool serve my interests?), moral legitimacy (does it align with values I hold?), and cognitive legitimacy (is it taken for granted as part of how things work?). The model was built for technologies adopted gradually. GenAI tested it under conditions of near-instantaneous mass adoption, which Alain and his co-authors treat not as a reason to discard the framework but as an opportunity to extend it, introducing a legitimacy-illegitimacy continuum rather than treating it as a simple either/or.</p> <h4 class="wp-block-heading">What students reveal</h4> <p>The finding he describes as the most noticeable asymmetry in the dataset concerns the moral dimension among students. Students who are among the heaviest users of GenAI express no moral legitimacy for those tools in academic contexts. They associate them, at high frequency, with cheating, plagiarism, degree devaluation, and unfairness. They are using a tool they consider ethically compromised. This is plainly not sustainable.</p> <p>However, Alain’s opinion diverges greatly.</p> <blockquote class="wp-block-quote quote-light is-layout-flow wp-block-quote quote-light-is-layout-flow"> <p>“Using GenAI is not necessarily cheating. It depends entirely on how it is used and for what purpose.”</p> </blockquote> <p>The institutional failure, in his view, is that institutions have not done enough to reframe how the technology is perceived by students.</p> <h4 class="wp-block-heading">What faculty reveal</h4> <p>Faculty present a more complete picture. All six dimensions of legitimacy and illegitimacy are present in their responses. Faculty recognise these tools as useful yet question their reliability, consider them professionally necessary while finding their black box architecture suspicious at best, and invoke their inclusive potential even as they flag intellectual laziness and the erosion of critical thinking as their highest-coded concern, at 58 occurrences in the qualitative dataset.</p> <h4 class="wp-block-heading">What deans reveal</h4> <p>For deans, the dominant theme is strategic. Competitive pressure, the fear of falling behind, and practical efficiency gains in administrative workflow all generate pragmatic and cognitive legitimacy. What introduces illegitimacy is governance risk: data protection, overconfidence in AI-generated results, and the threat to assessment integrity at institutional scale.</p> <p>The paper’s most significant theoretical move is the treatment of illegitimacy as an analytic category in its own right, rather than simply the absence of legitimacy. The argument, <a href="https://visionarymarketing.com/en/2026/04/17/change-management-lessons/">borrowed from change management theory</a>, is that illegitimacy signals should be read as early warnings requiring proactive response. An institution that treats student moral unease about GenAI as a communication failure misses the signal entirely. That unease is telling something about what its curriculum actually teaches, and what its assessment actually measures.</p> <p>When students associate GenAI with cheating, unfairness, and degree devaluation, they are not being irrational. They are in the Denial and Resistance phases of the <a href="https://expertprogrammanagement.com/2018/05/scott-and-jaffe-change-model/">Scott and Jaffe change model</a>. These are illegitimacy signals in Suchman’s sense: early warnings that the technology lacks moral legitimacy. Institutions must act on them, not suppress the signal, but address what it reveals.</p> <figure class="wp-block-image size-large"><img loading="lazy" decoding="async" width="1024" height="728" src="https://visionarymarketing.com/wp-content/uploads/2026/05/scott-jaffe-change-model-1024x728.png" alt="GenAI in Higher Education" class="wp-image-86119" srcset="https://visionarymarketing.com/wp-content/uploads/2026/05/scott-jaffe-change-model-1024x728.png 1024w, https://visionarymarketing.com/wp-content/uploads/2026/05/scott-jaffe-change-model-422x300.png 422w, https://visionarymarketing.com/wp-content/uploads/2026/05/scott-jaffe-change-model-768x546.png 768w, https://visionarymarketing.com/wp-content/uploads/2026/05/scott-jaffe-change-model-1536x1092.png 1536w, https://visionarymarketing.com/wp-content/uploads/2026/05/scott-jaffe-change-model.png 1800w" sizes="auto, (max-width: 1024px) 100vw, 1024px" /></figure> <p>Source: adapted from Scott & Jaffe, “Survive and Thrive in Times of Change”, plotted with Claude. See: <a href="https://expertprogrammanagement.com/2018/05/scott-and-jaffe-change-model/">expertprogrammanagement.com/2018/05/scott-and-jaffe-change-model/</a></p> <h2 class="wp-block-heading">France, sovereignty, and the global race</h2> <p>The French context adds a layer of complexity that the research captures with statistical precision and qualitative nuance. Quantitatively, the analysis found no statistically significant differences in GenAI adoption patterns between public universities and business schools. Qualitatively, the dynamic differs. Business schools, operating in a highly competitive market, have moved faster. Public universities have engaged more systematically around governance, sovereignty, and collective infrastructure, reflected in the alliance of 35 institutions with Mistral AI and <a href="https://www.edtechfrance.fr">EdTech France</a>.</p> <p>Alain reads this not as a contradiction but as a division of labour that, if managed well, could represent a genuine asset.</p> <blockquote class="wp-block-quote quote-light is-layout-flow wp-block-quote quote-light-is-layout-flow"> <p>“We need to play collectively, because the competition is worldwide.”</p> </blockquote> <p>The sovereign AI infrastructure question, including the <a href="https://www.imt.fr/en/partnerships-with-mistral-ai-the-ilaas-federation-label-ekitia/">ILaaS federation</a> and the <a href="https://www.enseignementsup-recherche.gouv.fr/fr/le-mesr-et-l-amue-lancent-un-partenariat-d-innovation-avec-mistral-pour-un-agent-conversationnel-au-99351">French Ministry of Higher Education’s partnership with Mistral</a> rolling out across 26 pilot universities from September 2025, is not merely symbolic. It is an attempt to ensure that French institutions can operate, govern, and adapt their AI tools without dependency on providers whose pricing, terms, and capabilities are subject to change.</p> <p>This is only sustainable, however, as long as the peer pressure to use this or that tool, based on model performance, is not too strong. At the moment, it is hard to resist the urge to use <a href="https://www.anthropic.com/claude">Anthropic’s Claude</a> when everybody else is praising the quality of its code and results.</p> <p>The global comparison is difficult to ignore. Singapore, South Korea, and the UAE are embedding AI fluency as a core national competency from secondary education upward. Alain’s view is direct: French public decision-makers are not yet adequately prepared for the scale of what is coming.</p> <blockquote class="wp-block-quote quote-light is-layout-flow wp-block-quote quote-light-is-layout-flow"> <p>“Having less AI-competent people than in other parts of the world is very dangerous for our economy and for all our organisations.”</p> </blockquote> <p>The regulatory instinct, which runs deep in European policy culture, is not wrong. Taking time to regulate responsibly has value. But it cannot be a substitute for speed of adoption at the level of skills and curriculum.</p> <h2 class="wp-block-heading">The question that frames the research</h2> <p>The interview ends, as it probably should, with the meta-question: what does it mean to study the legitimacy of GenAI using GenAI? Alain’s team used <a href="https://chatgpt.com">ChatGPT</a>, <a href="https://www.perplexity.ai">Perplexity</a>, <a href="https://notebooklm.google.com">NotebookLM</a>, and <a href="https://openai.com/o3">OpenAI O3</a> in the research process, and said so explicitly in the paper’s disclosure statement. His answer to the bias question is careful. Every step of the analysis involved a human coder. Alain’s team checked the AI-assisted coding against a prior independent analysis of the same data, conducted for a French institutional report. The team compared the two rounds.</p> <blockquote class="wp-block-quote quote-light is-layout-flow wp-block-quote quote-light-is-layout-flow"> <p>“You have to be transparent about your use of these tools, for what purpose, at each step.”</p> </blockquote> <p>The disclosure was a deliberate choice, precisely because the paper’s subject made any other approach untenable.</p> <p>The line between using AI to improve the quality of writing and using it to generate writing you then present as your own is, technically, a matter of degree. In practice, it is the difference between a craft and an abdication. Alain’s team navigated it carefully enough to publish. Most of the students in his dataset are still trying to locate that line, in an environment where nobody has explained it clearly and assessment instruments have not yet been rebuilt to make it matter.</p> <div class="wp-block-group vm-box" style="background-color:#deeaf1;border-left:4px solid #2e75b6;padding:1.2em 1.5em;margin-top:1.5em;margin-bottom:1.5em"> <h3>Three recommendations: one for each stakeholder</h3> <p>When pressed for a concrete policy recommendation per stakeholder group, Alain’s answers were unambiguous.</p> <p><strong>For students:</strong> combine technical AI literacy, understanding how the tools work and knowing their failure modes, with genuine critical and ethical thinking about the outputs they produce. Neither dimension alone is sufficient. A student who can prompt fluently but cannot evaluate the result has learned nothing useful.</p> <p><strong>For faculty:</strong> the “AI heroes” cannot be left to operate alone. Institutions need to create the conditions for sharing best practices across the teaching community, and to give educational innovation the professional recognition it currently lacks. A faculty member redesigning assessment from the ground up deserves at least as much institutional credit as a colleague submitting a conference paper.</p> <p><strong>For institutional leaders:</strong> a multi-level policy framework is not optional. Students, faculty, and administrative staff are not thinking about GenAI from the same vantage point, and a single top-down policy will satisfy none of them adequately. The task of leadership is to hold all three dimensions simultaneously, and to open genuine dialogue between groups before a crisis forces the issue.</p> <p>“Deans have to think about all these dimensions at the same time, and that’s the hard part of the story around artificial intelligence.”</p> <p>Of the three, Alain singles out the institutional level as the most urgent. Students and faculty are already adapting, imperfectly, in real time. The institutional frameworks that would give those adaptations coherence and direction are still, in most places, a work in progress.</p> </div> <p>The urgency is not overstated. Neither is the complexity. The challenge of integrating GenAI in higher education responsibly is one that no institution can afford to ignore, or to solve alone.</p> <hr class="wp-block-separator has-css-opacity"/> <p><strong>Alain Goudey</strong> is Professor and Associate Dean for Digital Innovation at <a href="https://www.neoma-bs.com">Neoma Business School</a>. He is co-author of “Legitimacy and Illegitimacy of Generative Artificial Intelligence in Higher Education: Perceptions from the French Management Context,” published in the <a href="https://aisel.aisnet.org/cais/">Communications of the Association for Information Systems</a>.</p> <p>The post <a href="https://visionarymarketing.com/en/2026/05/21/genai-in-higher-education-legitimacy-and-laziness/">GenAI in Higher Education, Legitimacy and Laziness</a> appeared first on <a href="https://visionarymarketing.com/en/">Marketing and Innovation</a>.</p>
May 4, 2026
AI Will Not Kill Marketing
<p class="article-intro">Shall AI kill marketing? Sounds like a hackneyed question, yet it’s on any marketer’s lips these days. Thomas Husson, Vice President and Principal Analyst at Forrester Research, covers the intersection of marketing, technology, and consumer behaviour from his base in Paris. In a wide-ranging conversation, he cuts through the European Gen AI paradox, the persistent CMO-CIO divide, the gap between POC enthusiasm and production reality, and the thorny question of what AI actually means for the next generation of marketing professionals and CMOs. His answers are measured, occasionally blunt, and consistently grounded in Forrester Research data.</p> <h3 class="wp-block-heading">AI Will Not Threaten the Existence of Marketing But It Will Reshape It Beyond Recognition</h3> <figure class="wp-block-image size-full"><img fetchpriority="high" decoding="async" width="1024" height="576" src="https://visionarymarketing.com/wp-content/uploads/2023/11/prw-revolution-industrielle-th-1-1.jpg" alt="Will AI kill marketing" class="wp-image-78222" srcset="https://visionarymarketing.com/wp-content/uploads/2023/11/prw-revolution-industrielle-th-1-1.jpg 1024w, https://visionarymarketing.com/wp-content/uploads/2023/11/prw-revolution-industrielle-th-1-1-500x281.jpg 500w, https://visionarymarketing.com/wp-content/uploads/2023/11/prw-revolution-industrielle-th-1-1-768x432.jpg 768w, https://visionarymarketing.com/wp-content/uploads/2023/11/prw-revolution-industrielle-th-1-1-390x220.jpg 390w" sizes="(max-width: 1024px) 100vw, 1024px" /><figcaption class="wp-element-caption">Thomas Husson believes that Marketing will be changed profoundly. But he doesn’t believe in the death of Marketing. Photo: Thomas Husson at Paris Retail Week, in late 2023</figcaption></figure> <p>My first question was the obvious one: are CMOs going to be made redundant by artificial intelligence? Thomas Husson’s response is categorical, and worth stating plainly at the outset. It’s a blatant ‘No’. The role will change. The how will change. But the existence of marketing as a discipline is not, according to him, in question.</p> <span id="more-85930"></span> <blockquote class="wp-block-quote quote-light is-layout-flow wp-block-quote quote-light-is-layout-flow"> <p>“Marketing is still going to be about understanding your customer, defining a brand strategy, and delivering the brand promise through customer experience.”</p> <cite>Thomas Husson, Forrester Research</cite></blockquote> <h4 class="wp-block-heading">Unclear prospects, obvious pressures</h4> <p>That said, Husson is not naive about the pressures building on marketing organisations. Some tasks will be automated; that much is not in dispute. The real questions are which tasks, how quickly, and whether automation of a task necessarily kills the job around it. His answer to that last question is no, at least not in any simple mechanical sense. “Jobs will evolve for sure. New jobs will be created. Most jobs will change. The way we work will change. The way we work with agencies, with external partners, the processes, the workflow. It is the shape of work that is being reshaped, not work itself,” he added.</p> <p>For those expecting a more dramatic verdict, Husson’s framing may feel anti-climactic. But it reflects what Forrester Research data actually shows, and it points to the most important practical challenge for AI and CMOs alike: managing a profound transformation without either catastrophising or sleepwalking through it.</p> <figure class="wp-block-image size-large"><img decoding="async" width="1024" height="574" src="https://visionarymarketing.com/wp-content/uploads/2026/05/young-van-crenne-slow-exposure-photograph-of-single-candle-fl-ac8bd109-95f5-4397-827d-ba05b9b5b8dc-1-1024x574.jpg" alt="Bright flame symbolizing innovation in marketing strategies." class="wp-image-85961" srcset="https://visionarymarketing.com/wp-content/uploads/2026/05/young-van-crenne-slow-exposure-photograph-of-single-candle-fl-ac8bd109-95f5-4397-827d-ba05b9b5b8dc-1-1024x574.jpg 1024w, https://visionarymarketing.com/wp-content/uploads/2026/05/young-van-crenne-slow-exposure-photograph-of-single-candle-fl-ac8bd109-95f5-4397-827d-ba05b9b5b8dc-1-500x280.jpg 500w, https://visionarymarketing.com/wp-content/uploads/2026/05/young-van-crenne-slow-exposure-photograph-of-single-candle-fl-ac8bd109-95f5-4397-827d-ba05b9b5b8dc-1-768x430.jpg 768w, https://visionarymarketing.com/wp-content/uploads/2026/05/young-van-crenne-slow-exposure-photograph-of-single-candle-fl-ac8bd109-95f5-4397-827d-ba05b9b5b8dc-1-390x220.jpg 390w, https://visionarymarketing.com/wp-content/uploads/2026/05/young-van-crenne-slow-exposure-photograph-of-single-candle-fl-ac8bd109-95f5-4397-827d-ba05b9b5b8dc-1.jpg 1456w" sizes="(max-width: 1024px) 100vw, 1024px" /><figcaption class="wp-element-caption">AI Will Not Kill Marketing according to Forrester’s Thomas Husson, there is light at the end of the tunnel. <br /></figcaption></figure> <h3 class="wp-block-heading">The European Paradox, Overhyped and Exciting at the Same Time</h3> <p>Forrester Research produced a result that initially looks contradictory, Husson stressed in our interview. Fifty-five percent of European B2B marketers consider generative AI overhyped. Yet 81% of European frontline marketers describe themselves as enthusiastic about it. How can both be true simultaneously?</p> <p>Husson explains the split without difficulty. At the decision-maker level, scepticism is entirely rational. AI is inescapable at conferences, in vendor pitches, and in media coverage. “There is AI fatigue. And more importantly, some of the vendors are indeed over-pitching, and the productivity gains they promise are not happening,” he stated. The gap between the pitch and what we actually experience in the field is wide enough to breed genuine frustration.</p> <h4 class="wp-block-heading">Saving Time and Working Differently</h4> <p>But the people actually using these tools, often through shadow AI channels their organisations have not officially sanctioned, are discovering something different. They are saving time and are doing their jobs differently. They are finding capabilities they did not expect.</p> <blockquote class="wp-block-quote quote-light is-layout-flow wp-block-quote quote-light-is-layout-flow"> <p>“In the short term, everything is overhyped, including the number of job losses. In the longer term, things are underestimated, because AI will be linked to other technologies, and yes, it will reinvent many things.”</p> <cite>Thomas Husson, Forrester Research</cite></blockquote> <p>This is a precise restatement of Amara’s Law. Roy Amara, former president of the Institute for the Future, observed that we tend to overestimate the short-term impact of new technology and underestimate its long-term impact. The quote is frequently misattributed to Bill Gates, but Husson is careful to restore proper credit. He applies it directly to the AI and CMOs conversation: the short-term noise is drowning out a more important long-term signal. When asked how long “long term” actually means in an era of accelerating AI development, Husson was specific: probably closer to five to seven years than to ten or fifteen, but still not tomorrow.</p> <h3 class="wp-block-heading">From POC to Production, Europe’s Real AI Problem</h3> <p>The Forrester Research <a href="https://www.forrester.com/report/the-state-of-ai-2025/RES189955?ref_search=0_1772417354831" target="_blank" rel="noreferrer noopener">State of AI Survey 2025</a> contains a figure that deserves more attention than it typically receives. European organisations lag behind their non-European peers in production use of generative AI: 62% versus 72%. The gap is not in experimentation. It is in execution.</p> <p><strong>Regulation is the explanation most commonly offered, and Husson dismisses it with characteristic directness</strong>. The AI Act is a genuine consideration, but it is not the primary cause of Europe’s production deficit. It functions, he argues, as a double-edged excuse. Pioneers claim it prevents them from moving fast enough, while cautious organisations invoke it to justify not executing at all. Neither position holds up to scrutiny.</p> <h4 class="wp-block-heading">A Deep Cultural and Organisational Divide</h4> <p>The deeper issue is organisational and cultural. American and Chinese firms tend to think global from day one; European firms, particularly larger ones, still default to a market-by-market approach. France first, then the UK, then Germany. The ambition is calibrated differently. There is also a structural challenge around funding and the capacity to scale.</p> <p>That said, <strong>France, the UK, and Germany lead adoption among European countries</strong> in the Forrester Research data. The problem for these leading markets is not whether they are using generative AI. Twenty-eight percent of European B2B marketing decision makers cannot clearly identify where to apply it. They have the tool. They lack the strategy.</p> <blockquote class="wp-block-quote quote-light is-layout-flow wp-block-quote quote-light-is-layout-flow"> <p>“It’s not AI for the sake of AI. How do I use AI to serve my marketing objectives? That is the question. The only one.”</p> <cite>Thomas Husson, Forrester Research</cite></blockquote> <p>Husson advocates for small, targeted AI projects with transparent return on investment as a way to build momentum and demonstrate results. When pushed on whether that risks staying permanently incremental, he conceded the point readily.</p> <blockquote class="wp-block-quote quote-light is-layout-flow wp-block-quote quote-light-is-layout-flow"> <p>“If you only do small targeted projects, it’s going to be incremental and it’s not going to be bold enough. You need to align it with a vision and a roadmap.”</p> <cite>Thomas Husson, Forrester Research</cite></blockquote> <h3 class="wp-block-heading">Measuring Productivity Honestly</h3> <p>Productivity is the dominant driver of AI adoption in the Forrester Research State of AI Survey 2025. It is also, Husson suggests, the metric most subject to vendor inflation. In Forrester Research’s modelling, a 50% conversion factor is applied to vendor productivity claims. If a tool saves an hour, the realistic productivity benefit is approximately 30 minutes of additional output. This is not a marginal adjustment; it halves the headline figures that vendors routinely publish.</p> <blockquote class="wp-block-quote quote-light is-layout-flow wp-block-quote quote-light-is-layout-flow"> <p>“You need to apply a discount to the pitch of vendors when they say you’re going to get 40, 50, 80, 100% productivity gains. There are productivity gains, but they are not as high as one would expect.”</p> <cite>Thomas Husson, Forrester Research</cite></blockquote> <p>There is also a motivational dimension that is rarely modelled. When work becomes easier to produce, it can also become less engaging to produce. The cognitive effort that used to drive focus and satisfaction is partly removed, with consequences for quality and commitment that no vendor presentation accounts for.</p> <h3 class="wp-block-heading">AI and CMOs, Who Is Actually in Charge?</h3> <p>The CMO-CIO divide is a perennial theme in marketing technology discussions. Forrester Research data suggests the gap at the strategic leadership level has narrowed, partly as a result of post-COVID collaboration. But at team level, the tensions persist, and the data on AI governance is striking.</p> <p>CMOs account for only 8 to 10% of AI strategy leadership in organisations. In the vast majority of cases, the deployment of AI is being driven by CIOs and CTOs. Husson understands the logic: data governance, security, scalability. These are real concerns. But he believes the outcome is a mistake.</p> <blockquote class="wp-block-quote quote-light is-layout-flow wp-block-quote quote-light-is-layout-flow"> <p>“It is the exact same mistake that happened with digital transformation. AI has to be at the service of, first, the client, and consequently the business functions that serve them. There is too big a disconnect between a secure, scalable AI platform and marketers’ needs.”</p> <cite>Thomas Husson, Forrester Research</cite></blockquote> <p>The structural consequence of this dynamic is predictable. When CIOs control the tools and CMOs do not have what they need, shadow AI flourishes. The more tightly the CIO locks down the official platform, the more widely teams proliferate unofficial solutions. It is a cycle that widens governance risk while creating the illusion of control.</p> <p>The MarTech landscape compounds this problem. According to data Husson cites, 2,500 new AI solutions were added to the market in a single year while 1,211 pre-AI-era tools were removed. Evaluating this landscape requires cross-functional expertise that neither CMOs nor CIOs possess in isolation. The case for genuine collaboration, rather than the polite coexistence that currently passes for it in most organisations, has never been stronger.</p> <h3 class="wp-block-heading">Jobs, Agencies, and the Students in the Room</h3> <p>The survey data on jobs is sobering. Fifty-seven percent of European frontline marketing decision makers believe AI adoption will lead to job reductions in their teams. Sixty-eight percent say new roles will be created. The gap between those two numbers is the space where real anxiety lives. For a wider perspective on AI’s job impact, including Forrester Research’s US forecast, see our earlier piece: <a href="https://visionarymarketing.com/en/2026/01/28/ai-job-impact/">AI Job Impact in the US: the Apocalypse Can Wait</a>. For a longer-range view of how generative AI is reshaping roles, see also: <a href="https://visionarymarketing.com/en/2024/07/01/genai-impact-on-jobs/">GenAI Impact on Jobs</a>.</p> <p><strong>Contact centres and basic marketing task execution are already seeing measurable impact</strong>. Agencies are under visible pressure. But Husson returns consistently to the distinction between task automation and job elimination. Most job losses are not yet directly attributable to AI; the picture requires nuance rather than alarm.</p> <p>On new roles, the honest answer is that specifics are difficult to name in advance. <strong>Twenty years ago, nobody was hiring community managers</strong>. The jobs that will emerge from the current transformation will be as hard to predict precisely as that one was. What Husson does say is that working with agents, managing their outputs, and understanding their limitations will become core competencies rather than specialist skills.</p> <blockquote class="wp-block-quote quote-light is-layout-flow wp-block-quote quote-light-is-layout-flow"> <p>“Teach them the basics of marketing, those won’t change. Infuse a lot more of traditional social sciences: ethics, emotion, anthropology. These dimensions will gain importance. Curiosity. And they have to use these tools, to learn how to use them so they can develop their own critical thinking.”</p> <cite>Thomas Husson, Forrester Research</cite></blockquote> <p>There is irony embedded in this advice that Husson acknowledges implicitly. <strong>Digital roles are likely to bear the earliest impact of AI-driven automation</strong> precisely because they are already the most digitised. <strong>The analogue parts of marketing</strong>, which seemed most vulnerable to digital disruption, turn out to be <strong>more resistant than expected</strong>. AI is a continuation of digital transformation, not a departure from it.</p> <p>There is also a structural problem this conversation surfaced that neither party resolved entirely. If organisations are reducing entry-level hiring to cut costs, and those entry-level roles were the traditional training ground for the next generation, then the iterative learning process that produces senior expertise is being severed. AI can teach many things, but the social dimension of learning alongside a colleague over time is not easily replicated.</p> <h3 class="wp-block-heading">B2B Marketing, Ahead of the Curve</h3> <p>A widespread assumption holds that generative AI enthusiasm in marketing is largely a B2C phenomenon. Husson disputes this firmly. <strong>B2B marketers, in his assessment, are actually ahead of the curve in several areas, particularly content generation, personalisation, and sales support through complex multi-stakeholder buying processes</strong>.</p> <p>What B2B is also discovering is that the sharp distinction between rational B2B decision-making and emotional B2C engagement is less solid than commonly assumed. When a buying group is making a decision with significant professional consequences, emotion is not absent; it is differently structured and, in some ways, higher-stakes.</p> <blockquote class="wp-block-quote quote-light is-layout-flow wp-block-quote quote-light-is-layout-flow"> <p>“It’s not the ‘human plus AI blah blah blah’ we hear all the time. It needs a more nuanced approach. At the end of the day, AI is about replicating the human brain, but we don’t really know how the human brain works. We don’t know how consciousness works. So I would take a pinch of salt and take a step back before making any definitive judgment.”</p> <cite>Thomas Husson, Forrester Research</cite></blockquote> <h3 class="wp-block-heading">The Long View</h3> <p>I ended by asking Husson how he uses AI in his own work. His answer was practical: summarising the relentless volume of content published daily on AI, filtering what is genuinely new from what merely repackages existing ideas. Behind him on the video call was a photograph taken in Thailand, of Buddhist monks. He smiled at the mention of it.</p> <p>“It’s a good reminder that not everything is digital and not everything is about technology. It’s about real life.“</p> <p>For AI and CMOs, that is perhaps the most useful frame of all. The technology is real, the disruption is real, and the urgency is real. But so is the inertia of organisations, the pace of culture change, and the irreducible complexity of how human beings actually make decisions, form relationships, and build trust. Amara’s Law is not a reason to wait. It is a reason to plan carefully, act deliberately, and resist the temptation to mistake announcements for outcomes.</p> <hr class="wp-block-separator has-alpha-channel-opacity"/> <div style="background-color:#fdecea;border-left:4px solid #c0392b;padding:20px 24px;margin:32px 0;font-family:Arial,sans-serif;"> <p style="margin:0 0 12px 0;font-size:15px;font-weight:bold;color:#c0392b;">Forrester Research reports cited in this article</p> <ul style="margin:0;padding-left:20px;color:#c0392b;font-size:14px;line-height:1.8;"> <li><a href="https://www.forrester.com/report/RES193461" style="color:#c0392b;" target="_blank" rel="noreferrer noopener">The AI CMO: Growth Accountability Gets Next-Level</a> — Mike Proulx et al., April 2026</li> <li><a href="https://www.forrester.com/report/the-state-of-cmo-cio-collaboration-for-2026/RES190656" style="color:#c0392b;" target="_blank" rel="noreferrer noopener">The State Of CMO/CIO Collaboration For 2026</a> — Thomas Husson et al., January 2026</li> <li><a href="https://www.forrester.com/report/generative-ai-adoption-in-european-b2b-marketing-organizations/RES189613" style="color:#c0392b;" target="_blank" rel="noreferrer noopener">Generative AI Adoption In European B2B Marketing Organizations</a> — Christina Schmitt et al., December 2025</li> </ul> </div> <hr class="wp-block-separator has-css-opacity"/> <div class="wp-block-group bio-box has-background" style="background-color:#1f4e79"><div class="wp-block-group__inner-container is-layout-flow wp-block-group-is-layout-flow"> <h4 class="wp-block-heading has-text-color" style="color:#ffffff">About Thomas Husson</h4> <p class="has-text-color" style="color:#ffffff">Thomas Husson is Vice President and Principal Analyst at Forrester Research, based in Paris. He covers marketing strategy, brand management, mobile marketing, and the intersection of technology and consumer behaviour across European markets. His research addresses how CMOs and marketing organisations navigate digital transformation, AI adoption, and the evolving relationship between brands and customers.</p> <p class="has-text-color" style="color:#ffffff">Forrester Research analyst profile: <a href="https://www.forrester.com/analyst-bio/thomas-husson/BIO2516" style="color:#aed6f1;">forrester.com</a></p> </div></div> <div style="height:16px" aria-hidden="true" class="wp-block-spacer"></div> <div class="wp-block-group forrester-box has-background" style="background-color:#d6e4f0"><div class="wp-block-group__inner-container is-layout-flow wp-block-group-is-layout-flow"> <h4 class="wp-block-heading has-text-color" style="color:#1f4e79">About Forrester Research</h4> <p class="has-text-color" style="color:#1f4e79">Forrester Research is one of the most influential research and advisory firms in the world, founded in 1983 and headquartered in Cambridge, Massachusetts. It serves business and technology leaders across marketing, IT, and customer experience, providing data, analysis, and frameworks to guide strategic decision-making.</p> <p class="has-text-color" style="color:#1f4e79">The data referenced in this article draws on two primary Forrester Research publications: the Forrester Marketing Survey 2025 and the State of AI Survey 2025, both covering Gen AI adoption and its organisational implications across European and global B2B markets.</p> <p class="has-text-color" style="color:#1f4e79">Forrester Research website: <a href="https://www.forrester.com" style="color:#2e75b6;">forrester.com</a></p> <p></p> </div></div> <p>The post <a href="https://visionarymarketing.com/en/2026/05/04/ai-will-not-kill-marketing/">AI Will Not Kill Marketing</a> appeared first on <a href="https://visionarymarketing.com/en/">Marketing and Innovation</a>.</p>
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