Challenges faced by CEOs in 2026

CHALLENGES FACED BY CEOs IN 2026

In today’s business world, CEOs are required to adapt business strategies to accommodate the volatility of shifting economic power, the rapid adoption of new technology and the changing shape of the workforce.

PwC’s Annual Global CEO Survey obtained the thoughts and perspectives of more than 4,400 chief executives across 95 countries. The results found that global competitiveness is being redefined by long-term structural shifts and the increase in short term pressures forcing CEOs into balancing value and competition through the adaptation of business models.

The challenge faced by CEOs, is to use the data gained to turn that reality into the strategic decisions that will shape the future.

 

GLOBAL ECONOMIC MAP

• Countries are rebuilding energy, transport, industrial and digital systems on a massive scale, shifting economic power and reshaping supply chains and key industry hubs.
• Many CEOs expect to increase international investment, especially in India and the Middle East.
• The big challenge for leaders is understanding how this global rebuild will change what it takes to stay competitive.
• CEOs who rethink their operations, risk plans and business models now will be in the strongest position for the next decade.

 

TECHNOLOGY AND GEOPOLITICS

• Countries and regions are forming their own digital systems that often follow political alliances. These divided systems affect how well data and technology work across borders, which markets companies can enter, and how strong their supply chains are.
• Leaders now must deal with different rules and technologies in each region and work closely with governments and partners to keep their digital infrastructure secure and compatible.
• Strong public‑private cooperation and clear rules are essential.
• Digital strategy is becoming more tied to global risk as countries take different paths on cloud control, tech regulation and cybersecurity. CEO concern about cyber threats has risen and is now one of the top short-term risks.

 

AI INFRASTUCTURE

• Big investments in AI are already changing how companies compete, but fewer than a quarter of CEOs use AI widely, and most haven’t yet seen major gains.
• Only 14% of workers use generative AI every day, showing a clear gap between spending and real adoption.
• Many companies are still early in their AI journey, but progress is picking up: about 30% of CEOs now see revenue growth from AI.
• CEOs and companies that move beyond small tests and scale AI across the whole business will gain the most value.

 

NEW TALENT

• As AI adoption speeds up, some tasks will disappear, but many new jobs and even new industries will emerge. PwC research shows AI could boost the global economy by up to 15% in the next decade.
• CEOs are focused on whether their companies are changing fast enough to keep up with AI. AI is changing how people and technology work together, increasing what workers can achieve.
• The strongest organisations will be those where people and AI work side by side, guided by leaders who know how to combine their strengths effectively.

 

LEADERSHIP OBJECTIVES FOR 2026

Business leaders know they can’t stay the same in a fast‑changing world.

Preparing for the future means being clear‑headed, realistic and ready to adapt. The leaders who thrive will look ahead and plan for multiple possible futures, build flexibility and resilience into big decisions, invest early in talent and technology, form new partnerships across industries and regions, and treat trust, data and workforce skills as core strengths.

The companies that successfully reinvent how they operate will see performance and revenue growth over the next decade.

 

If you are looking for a career move, and you are a manager or Exec in UK Care Homes then please get in touch to see how we can help. Contact Sophie Reeves (sophie@experts2care.com) at Experts2care www.experts2care.com