'Fear doesn't build trust': Cisco's CMO on why security marketing needs a reset

When Carrie Palin stepped into the role of senior vice president and chief marketing officer at Cisco in June 2021, she encountered a paradox familiar to many technology marketing leaders: How does one innovate within the constraints of an iconic brand? 

As the first external CMO hire in Cisco's 40-year history, Palin's career trajectory mirrors the kind of agility and adaptability required to navigate today's tech-laden environment. After 17 years at Dell, where she honed her expertise in operational efficiency and data-driven strategies, she transitioned to Box, a younger company led by a 31-year-old founder-CEO. The latter experience, which she describes as “very, very tech-forward,” immersed her in the fast-paced, digital-first culture that has since become essential to thriving in the industry.

Now for Palin, the challenge is not only to honour the legacy of but to reposition Cisco’s brand to reflect the demands of a rapidly evolving tech landscape. “We’re not just [expected to be] a technology provider,” Palin says. “We’re a partner in resilience, helping businesses not just survive but thrive in a world that is constantly evolving.”

The rise of resilience over fear

The transformation of security marketing represents one of the most significant shifts in technology communication. The traditional approach—relying on fear-based messaging and worst-case scenarios—has lost its effectiveness in a market saturated with security warnings. "Fear doesn't build trust," Palin states. "We've had to shift the conversation from vulnerabilities to resilience, from what could go wrong to what we can make right."

Her perspective aligns with recent industry research. A 2024 Deloitte report found that organisations with mature cybersecurity approaches not only enhance trust and efficiency but also see positive impacts on brand reputation and revenue. And this shift is not merely semantic; it's also reflecting a fundamental rethinking of how companies are engaging with customers and defining their value propositions. “It’s about showing customers that security is not an operational burden but a business accelerator,” Palin shares. 

Palin also highlights the importance of instilling confidence while embracing realism. “[We're] helping businesses build resilience, not just with technology but with the mindset they bring to their operations,” she says. Resilience, as she frames it, is a service that transcends products—it’s a philosophy underpinning the way a brand can “equip customers to innovate and thrive in an unpredictable world”.

The overhaul of Cisco’s own digital ecosystem exemplifies this philosophy in action. When Palin joined, she inherited a sprawling and outdated website—a relic that she describes as “atrociously outdated,” and a high bounce rate that reflected its inefficacy. Modernising the platform was about far more than aesthetics. “We replatformed thousands of pages and digital interactions,” she explains, adding that in today's world, digital modernisation is no longer a competitive edge—it’s the minimum standard customers expect.

AI: Preparing for the inevitable

While much of the industry’s focus on AI has revolved around personalisation, Palin highlights its potential for scaling global engagement. “Generative AI changes that dynamic entirely,” she observes. “It enables us to deliver more inclusive, regionally tailored messaging with a speed and precision that was previously unimaginable.” She also points to its broader applications in creative ideation and customer engagement, explaining, “The rise of generative AI will transform [our] marketing capabilities in a multitude of ways, from ideating campaign concepts to predictive customer engagement. The possibilities are immense.”

Cisco’s own 2024 AI Readiness Index underscores the scale of these opportunities and challenges. According to the Index, only 15% of organisations in Asia Pacific, Japan, and Greater China (APJC) are fully prepared to deploy and leverage AI-powered technologies, a decline from 17% the previous year. This gap reflects barriers across infrastructure, governance, and talent—key pillars identified in the Index. The urgency is also evident: Nearly all organisations (98%) report increased pressure to adopt AI technologies, with half allocating between 10% and 30% of their IT budgets to AI projects. Despite these investments, over 40% of respondents indicate that returns have fallen short of expectations in automating processes and improving operational efficiency.

Palin acknowledges these challenges and stresses the importance of connecting AI readiness with implementation: “As much as AI promises transformation, it also requires discipline and clarity. It’s about connecting the dots—linking technology, governance, and people—to deliver meaningful outcomes.”

The Index further highlights infrastructure readiness as a major hurdle, with only 23% of companies reporting they have the necessary geographic processing units (GPUs) to meet current and future AI demands, and just 30% equipped with end-to-end encryption and other capabilities to secure data in AI models. Palin sees these gaps as critical to address, emphasising that AI success depends on more than just investment. “AI isn’t just about deploying a tool,” she explains. “It’s about creating an ecosystem that supports scalability, flexibility, and security at every level.”

Another pervasive issue is the shortage of skilled talent, which the Index identifies as the top challenge across infrastructure, data, and governance. Palin echoes this sentiment, highlighting the impact of talent gaps on AI adoption.

“Skills are often the missing piece,” she says. “You can have the best infrastructure in place, but without the talent to leverage it, the potential of AI remains unrealised. The pressure is mounting, and businesses must align their ambition with readiness. The journey to AI success isn’t just about technology; it’s about leadership, strategy, and enabling the people who drive it forward.”

The great ethics debate

For a company rooted in cybersecurity, trust is a non-negotiable currency, and Palin acknowledges the risks of mishandling AI tools. “Our role is to harness AI in ways that enhance, not erode, the trust our customers place in us,” she emphasises. Privacy concerns further complicate this landscape. As hyper-personalisation becomes a marketing norm, scrutiny around data usage continues to mount. Palin views privacy-enhancing technologies, such as differential privacy, as essential to balancing the scales. “We’re starting to look at data differently—focusing on aggregate trends rather than individuals,” she says, adding that the shift is as much cultural as it is technological, requiring companies to reimagine the very framework of customer engagement.

Sustainability adds yet another layer of complexity to this already multifaceted industry. AI’s environmental impact is significant, with projections suggesting it could account for 1.5% of global electricity consumption by 2029, Palin shares. “As AI models train, we anticipate that the loads will improve,” she says. “But our aspiration is to innovate in ways that don’t compromise our sustainability and environmental goals.” Cisco has made a number of commitments in this space, including a target to achieve net-zero greenhouse gas emissions by 2040, embedding circular design principles into all products by 2025, and investing $100 million in climate solutions over the next decade.

While sustainability and AI dominate much of the industry conversation, Palin also points to the resurgence of in-person engagement as a powerful counterbalance to digital strategies. “In this post-pandemic world, we are seeing a real push and strong desire for in-person experiences,” she notes. “Right now, some of our most meaningful engagements are physical ones.” 

As she reflects on the demands of modern marketing, Palin reiterates the importance of authenticity, agility, and trust. “Marketing today is about connecting with people—not just as customers but as collaborators in shaping the future,” she says. It is a vision that requires not only adapting to change but leading it—whether by reframing cybersecurity narratives, pioneering responsible AI, or demonstrating the tangible impact of sustainability efforts, she says.

“It’s no longer enough to talk about what we do,” Palin concludes. “It’s about showing how we make a difference—in our customers’ businesses, in their industries, and in the world at large.”