This year’s data shows a decline in self-assessed Martech maturity. But is it really a step backwards or rather an awakening? As technology races ahead faster than organizations can adapt, the gap becomes clear. Self-awareness of this complexity may therefore be seen as an important step towards real capability.
#1. Maturity or maturity anxiety?
26% (53%)
High level (4-5)
Average level (3 )
38% (36%)
Low level (1-2)
36% (11%)
Self-assessed maturity levels 2025 (2024)
#2. People & process finally in the spotlight
After years of focusing on technology, competence building, change management, and processes are now stepping up as the real priorities. Technology remains a critical enabler, but without the right skills and structures its value risks being lost. That is why investments are increasingly directed toward building the capabilities needed to manage the technology, interpret its outcomes, and turn potential into real impact.
Future investment priorities 2025
1. People 2. Process 3. Tech 4. Data
Uncertainty is high, but waiting is becoming increasingly risky. AI will not pause or reach a final destination, its development is ongoing and relentless. Organizations that remain on the platform risk falling behind, while those who get on board now are already building the capabilities needed for the future.
#3. The AI train has already left the station
25% (30%)
42% (64%)
33% (6%)
Yes, we have already implemented AI
No, we do not plan to include AI
Yes, we plan to include AI within 1-5 years
Planned AI investments 2025 (2024)
#4. The more things change…
... the more they stay the same.
Despite the AI hype and a general decline in market maturity, the same old patterns hold true. Larger companies and capital-intensive industries report higher Martech maturity, and the most advanced organizations consistently rate themselves higher across all capabilities. When it comes to business impact, efficiency gains and improved customer experience remain the top outcomes, just as in previous years.
Self-assessed Martech maturity
#5. Even the best struggle with skills
Access to people and skills within self-assed high maturity companies
Only one in three highly mature companies report having both the right resources and competence in place. Four in ten say they have resources but lack the necessary skills, while one in four lack sufficient resources altogether. This shows that even “best in class” organizations face real challenges in scaling people and capabilities. In Martech, technology may evolve fast, but people and processes remain the true bottlenecks.
#6. The budget U-turn
Budget responsibility for Martech follows a U-curve across maturity levels. At low maturity (1–2), ownership is typically clear and sits with Management or Marketing. At average maturity, responsibility becomes more fragmented, often shared between Finance, Marketing and Sales. As companies move towards high maturity (4–5), a tug-of-war emerges over who should manage the budget before ownership consolidates again, often under IT or central leadership.
Budget responsibilities within the organization
Key Insights
Here we present valuable insights from the report
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In the Martech Report 2025, we explore the state of Marketing Techonolgy in Sweden and Europe, focusing on skills, processes, technology, and data. The report reveals how companies are adapting to the complex Martech landscape to maximize their investments and highlights emerging trends and challenges.
