Key Concerns for Modern Ceos

It’s often said that successful leaders need both a microscope and a telescope to help them identify near-term threats while spotting long-term opportunities. That’s how PwC opens its 2026 Global CEO Survey, and it’s an accurate reflection of the moment leaders find themselves in. The data shows 𝐂𝐄𝐎𝐬 𝐧𝐚𝐯𝐢𝐠𝐚𝐭𝐢𝐧𝐠 𝐢𝐦𝐦𝐞𝐝𝐢𝐚𝐭𝐞 𝐩𝐫𝐞𝐬𝐬𝐮𝐫𝐞 𝐰𝐡𝐢𝐥𝐞 𝐬𝐢𝐦𝐮𝐥𝐭𝐚𝐧𝐞𝐨𝐮𝐬𝐥𝐲 𝐫𝐞𝐩𝐨𝐬𝐢𝐭𝐢𝐨𝐧𝐢𝐧𝐠 𝐭𝐡𝐞𝐢𝐫 𝐛𝐮𝐬𝐢𝐧𝐞𝐬𝐬𝐞𝐬 𝐟𝐨𝐫 𝐬𝐭𝐫𝐮𝐜𝐭𝐮𝐫𝐚𝐥 𝐜𝐡𝐚𝐧𝐠𝐞. A few takeaways stand out: 𝟏. 𝐀𝐈: 𝐡𝐢𝐠𝐡 𝐢𝐧𝐭𝐞𝐧𝐭, 𝐮𝐧𝐞𝐯𝐞𝐧 𝐫𝐞𝐭𝐮𝐫𝐧𝐬. AI remains firmly on board agendas, yet 56% of CEOs say they’ve seen neither revenue growth nor cost reductions from AI investments so far. The focus is clearly shifting from experimentation to accountability and return on AI. 𝟐. 𝐆𝐫𝐨𝐰𝐭𝐡 𝐢𝐬 𝐦𝐨𝐯𝐢𝐧𝐠 𝐛𝐞𝐲𝐨𝐧𝐝 𝐜𝐨𝐫𝐞 𝐬𝐞𝐜𝐭𝐨𝐫𝐬. More than 40% of CEOs say their companies have already entered new sectors over the past five years. Among those planning major acquisitions, 4 in 10 expect to buy outside their core industry. Growth is increasingly about about strategic reinvention, rather than scale. 𝟑. 𝐂𝐨𝐧𝐟𝐢𝐝𝐞𝐧𝐜𝐞 𝐢𝐬 𝐜𝐨𝐨𝐥𝐢𝐧𝐠. Just 30% of CEOs are very or extremely confident in near-term revenue growth, down from 38% last year. The optimism of the post-pandemic rebound has given way to a more cautious, execution-focused mindset. 𝟒. 𝐆𝐞𝐨𝐩𝐨𝐥𝐢𝐭𝐢𝐜𝐬 𝐢𝐬 𝐧𝐨𝐰 𝐚 𝐦𝐚𝐫𝐠𝐢𝐧 𝐜𝐨𝐧𝐬𝐢𝐝𝐞𝐫𝐚𝐭𝐢𝐨𝐧. Nearly 29% expect tariffs to pressure profits in the coming year, reinforcing how policy risk has become a financial variable. 𝟓. 𝐓𝐫𝐮𝐬𝐭 𝐢𝐬 𝐚 𝐩𝐞𝐫𝐟𝐨𝐫𝐦𝐚𝐧𝐜𝐞 𝐢𝐬𝐬𝐮𝐞. 66% of CEOs report stakeholder trust concerns, and PwC highlights a clear gap in shareholder returns between companies with higher and lower trust challenges. Trust has become quantifiable and consequential. The picture that emerges is one of 𝐫𝐞𝐜𝐚𝐥𝐢𝐛𝐫𝐚𝐭𝐢𝐨𝐧. Leaders are being asked to balance ambition with discipline, innovation with returns and speed with credibility, using both 𝐭𝐡𝐞 𝐦𝐢𝐜𝐫𝐨𝐬𝐜𝐨𝐩𝐞 𝐚𝐧𝐝 𝐭𝐡𝐞 𝐭𝐞𝐥𝐞𝐬𝐜𝐨𝐩𝐞 𝐚𝐭 𝐨𝐧𝐜𝐞. As a leader, do you relate to these findings? Which ones resonate the most?

As conversations turn to 2026, three themes dominate nearly every leadership discussion I'm part of: the rapid progression of AI, the relentless pace of change, and the challenge of keeping employees engaged in a highly dynamic environment. These are real pressures. When organizations struggle with technology adoption, employee burnout, or transformation, one root cause is lack of employee engagement. Here's what I'm watching as we head into 2026: 1. AI's productivity impact is dependent on access. AI adoption is accelerating among leaders. BCG reports that more than three quarters of leaders and managers use AI several times a week, and Gartner expects 40% of enterprise applications to include AI agents by 2026. But regular AI use among frontline employees has stalled at 51% (BCG), notable because frontline workers make up roughly 80% of the global workforce. Most AI tools have been built for desk-based knowledge workers, not for people on the factory floor, in distribution centers, hospitals, or the field. Organizations seeing real gains extend AI beyond the head office, investing in tools, training, and workflows that add value to the frontline. 2. Change is inevitable. Trust is essential to deliver sustained results. The question for CEOs isn't whether change will continue but whether their organizations will navigate it successfully. M&A activity is rising. Deloitte reports that 90% of private equity and 80% of corporate dealmakers expect deal volume to increase in the next year. Many M&A transactions fail to achieve intended outcomes due to failure to integrate diverse company cultures and systems. However, there is a clear pathway for success. PwC reports that workers who feel most aligned with leadership goals are 78% more motivated at work. That trust is built through consistent, transparent communication. Organizations that prioritize communication and engagement outperform their peers during disruption and transformation. 3. Manager burnout is a business risk. Gallup's 2025 State of the Global Workplace shows that employee engagement declined again last year, driven largely by falling manager engagement. This matters because managers are the primary source of communication and trust for most employees. In our research, 43% of employees point to their direct manager as the main driver of their connection to their employer. The strongest leaders are simplifying the manager role, using AI to automate routine work, providing clear communication playbooks, and freeing managers to focus on people. The takeaway is clear: the symptoms we'll see as organizations struggle are, at their core, issues of engagement. The winners in 2026 won't necessarily be the organizations with the best strategy, but rather those that keep their people connected, informed, aligned, and ready to act when it matters most.

42% of CEOs believe their business model won’t survive the next 10 years. Not because of bad strategy—but because transformation is too slow. Here are the Top 10 Strategic Concerns Keeping CEOs Awake in 2025 1. Geopolitical Volatility From regulatory fragmentation to supply chain disruption—leaders are navigating an increasingly unstable global landscape. ➡️ Talent models must now be resilient, mobile, and scenario-ready. 2. Adoption of Generative AI More than 50% of companies have adopted GenAI. Only 1/3 report ROI. ➡️ AI without a business case—or human integration—is just noise. 3. Business Model Viability 42% of CEOs believe their current business model won’t be viable in 10 years. ➡️ Reinvention is no longer optional—it’s existential. 4. Strategy–Culture Misalignment Innovation strategies fail when legacy cultures still reward control. ➡️ HR must act as a strategic change architect, not a support function. 5. Leadership Gaps in Complexity Traditional leadership models no longer match the environment. ➡️ Future-fit leaders must sense, relate, envision, and invent—fast. 6. Lack of Strategic People Analytics No real-time visibility = no strategic decisions. ➡️ CHROs must become stewards of workforce intelligence. 7. Transformation Execution Gaps Even great strategies collapse at the execution layer. ➡️ Success depends on aligned ownership, adaptive leadership, and capabilities. 8. Critical Talent Shortages This isn’t just a hiring issue—it’s a structural one. ➡️ Upskilling, reskilling, and internal mobility are now business imperatives. 9. Organizational Inertia Intent to change exists. Systems, incentives, and mindsets lag behind. ➡️ Execution agility is now a competitive advantage. 10. Lack of Human Strategy Partners Too few CHROs/CPOs are at the transformation table. ➡️ CEOs need a strategic people partner who can connect tech, talent, and business. As a CPO and transformation advisor, I’ve seen these challenges play out across regions and industries. They’re not just “risks.” They’re the new strategic priorities. 👉 Which of these 10 is keeping you—or your board—up at night in 2025? Let’s open the conversation 👇 🔁 If this resonates, repost to your network. It might spark the exact strategic dialogue someone in your circle needs right now.

The role of a CEO in the new era has evolved beyond just managing profits and operations. Today’s CEOs need to be visionary leaders, adaptable strategists, and empathetic decision-makers. Here are some key aspects of their role in the modern business landscape: 1. Visionary Leadership Drive long-term business growth with a clear mission. Stay ahead of industry disruptions and technological advancements. Foster a culture of innovation and agility. 2. Digital Transformation & Innovation Leverage AI, automation, and data analytics for business efficiency. Adapt to changing consumer behaviors in a digital-first economy. Encourage continuous learning and tech adoption across the organization. 3. People-Centric Leadership Prioritize employee well-being, diversity, and inclusion. Foster a strong company culture and employee engagement. Attract and retain top talent through purpose-driven leadership. 4. Sustainability & ESG (Environmental, Social, Governance) Drive corporate responsibility and sustainability initiatives. Align business strategies with ESG goals to meet stakeholder expectations. Balance profitability with ethical and social impact. 5. Resilience & Crisis Management Navigate economic downturns, geopolitical risks, and market uncertainties. Build a crisis-ready organization with strong risk management frameworks. Adapt to rapid shifts in global business environments. 6. Stakeholder Collaboration Engage with investors, employees, customers, and regulators transparently. Balance shareholder value with broader stakeholder interests. Build strong partnerships to drive business growth. 7. Agile Decision-Making Make data-driven and timely decisions in a fast-changing world. Emphasize experimentation and rapid iteration over rigid long-term planning. Learn from failures and pivot strategies when necessary. 8. Customer-Centric Approach Focus on personalized customer experiences and loyalty. Utilize AI and data insights to anticipate customer needs. Align business models with evolving consumer expectations. 9. Ethical Leadership & Trust Uphold high ethical standards and transparency. Lead with authenticity and purpose. Foster a culture of accountability and integrity. In summary, the modern CEO is a dynamic leader who must blend strategic foresight with adaptability, digital expertise, and a deep commitment to people and sustainability. Those who embrace change and lead with purpose will thrive in this new era.

According to “Corporate Bord Member”, 1,991 CEOs in the US left their positions in 2024 - a 16% jump from the previous year. While forced departures at troubled companies like Intel, Boeing, and Starbucks grab headlines, what's more concerning is the rising number of voluntary "premature" departures. And the global trend can be expected to be similar. The elephant in the room: the unrealistic pressure we're putting on our executive leaders. CEO turnover is expensive and disruptive - succession searches cost millions and can take months. But beyond the business case, there's a human element we're ignoring. I keep hearing "management needs to fix this" or "leadership should solve that problem," as if CEOs and senior executives are magicians who can instantly transform cultures, navigate geopolitical chaos, manage AI disruption, and deliver quarterly results simultaneously. The data shows 61% of directors are now having conversations about senior-level turnover risk. That's a wake-up call. Leaders today face unprecedented challenges: supply chain disruptions, talent shortages, technological upheaval, geopolitical uncertainty, and stakeholder demands that would have been unimaginable a decade ago. Add "change fatigue" from constant adaptation, and you have a recipe for burnout at the top. As one CEO quoted in the recent Corporate Board Member article put it: "You only get to be mostly human as a CEO. You can't be totally human." That's not sustainable. Boards and organizations need to step up with realistic goal-setting, proper support systems, and succession planning that distributes critical responsibilities across the C-suite. We also need executive coaching and regular check-ins that go beyond performance metrics. Leaders aren't superhuman. They have limits, and we have to respond to these limits. Paying more attention and offering tailored support is smart business. #leadership #ceo #boardgovernance #executivecoaching #successionplanning https://lnkd.in/ddjkztcV

PwC’s latest Global CEO Survey of 4,454 CEOs across 95 countries highlights a tension that I'm seeing more often in board and leadership conversations: Risk is increasing, confidence is falling, and reinvention is no longer optional. Concerned about geopolitics, cyber risk, economic volatility and technological disruption, only 30% of CEO's feel confident about revenue growth this year. Yet the companies outperforming are the ones moving faster, not waiting for clarity. Some signals that stand out: • AI impact is uneven. Most CEOs haven’t seen meaningful ROI yet and only 12% have experienced both revenue growth and cost savings as a result of AI. The winners are those pairing ambition with real operational discipline--roadmaps, environment, culture, and governance. • Growth is increasingly coming from reinvention. New consumer/customer needs and wants, new tech-enabled business models, and blurred lines between industries are creating opportunity. More than 40% of companies have expanded beyond their core industries, often with higher margins and stronger growth confidence. (There's a cool interactive graphic in the attached to see what adjacencies sectors are moving into; e.g., in my industry, CPG, companies are moving into retail, industrial manufacturing, hospitality/leisure, transportation/logistics, business services, and packaging/paper.) • Innovation execution is the real gap. Half of CEO’s say that innovation is critical to their business strategy, but far fewer have the processes, risk tolerance, and customer feedback loops to make it work.  The companies with these practices and processes in place not only generate a higher percentage of sales from new products/services, but also grow revenue faster and deliver higher profit margins. • Trust and time allocation matter more than ever. Stakeholder trust issues now correlate directly with shareholder returns, and CEOs continue to spend far more of their time (47%) on short-term pressures than long-term viability (where they're spending only 16% of their time), despite saying it's their biggest concern. The message feels consistent: Companies that hesitate in the face of uncertainty underperform those that act decisively. For boards, the question is increasingly, are we helping management find the right balance between protecting the present and building the future? #BoardLeadership #CEO #Strategy #Transformation #AI #Governance #Reinvention #boards https://lnkd.in/g5SQqWkV

The best time to spot a problem is before everyone does. The second best time is now. As CEO, small issues become big problems fast. But we often miss the early signals. Here's your 5-minute diagnostic to catch problems early: 1️⃣ Team Dynamics ↦ Meetings end without clear decisions ↦ Executives avoid each other ↦ Information flows too slowly 💡 Team health predicts company health. 2️⃣ Culture Signals ↦ Best people are quietly leaving ↦ Innovation proposals decrease ↦ Blame comes before solutions 💡 Culture changes show up in behaviors first. 3️⃣ Market Position ↦ Customer feedback surprises you ↦ Competitors move faster ↦ Sales cycle keeps lengthening 💡 Market reality doesn't wait for quarterly reviews. 4️⃣ Execution Speed ↦ Decisions need multiple meetings ↦ Simple projects take months ↦ Everyone seems overwhelmed 💡 Complexity kills momentum. 5️⃣ Strategic Clarity ↦ Goals keep shifting monthly ↦ Teams work on conflicting priorities ↦ Resources spread too thin 💡 Without focus, effort becomes noise. 6️⃣ Financial Indicators ↦ Cash runway shortens ↦ Margins quietly erode ↦ Growth requires more spend 💡 Numbers tell truth before people do. 7️⃣ Personal Warning Signs ↦ You avoid certain conversations ↦ Your calendar controls you ↦ You're surprised by problems 💡 Your effectiveness impacts everything. Great CEOs catch issues early. They ask hard questions regularly. They act before problems compound. __ Which warning sign resonates most with you right now? ♻️ Please repost to help all CEOs in your network

The CEO role has never been more demanding. In 2025, leaders must navigate economic uncertainty, AI-driven disruption, regulatory shifts, and evolving workforce expectations—while still delivering growth and profitability. The CEOs who will thrive this year are focused on four key imperatives: 1️. Sustainable, Profitable Growth: With capital costs still elevated and markets shifting, expansion must be strategic. Operational efficiency, data-driven decision-making, and disciplined market entry will be critical to scaling without unnecessary risk. 2️. Proactive Risk Management: Volatility is the new normal. The strongest leaders are embedding real-time risk assessment, geopolitical foresight, and supply chain resilience into their decision-making to stay ahead of disruption. 3️. Purposeful Innovation: AI, automation, and digital transformation create new opportunities—but only when aligned with clear business objectives. CEOs must ensure tech investments drive efficiency, revenue, and long-term competitive advantage. 4️. Building an Elite Leadership Team: No CEO succeeds alone. The best leaders cultivate a team that can execute, adapt, and drive transformation. A high-performing executive team isn’t just a luxury—it’s a necessity. Your greatest accomplishments will not be those that you achieve on your own, but rather those you achieve with and through others.  🔑 The ability to balance agility with financial discipline will define success in 2025. The CEOs who lead with clarity, strategy, and adaptability will be the ones who set the pace for the future. #CEO #Leadership #Strategy #Innovation #RiskManagement #BusinessGrowth

What are the most critical issues CEOs are tackling this year? In recent weeks, I’ve explored financial pressures and supply chain disruptions as major challenges for CEOs. I want to shift the focus to #talent and #culture, specifically the struggles with #hiring and the rising “war for talent.” The talent shortage is still embedded in the pandemic, and current issues like workforce shortages, cultural shifts, competition, and generational changes are on the rise. Larger companies often outcompete smaller firms with better compensation and benefits, leading to a talent gap in specialized fields like #technology and #healthcare. Many professionals now prefer flexible or remote work options, yet some CEOs are advocating for a return to the office, creating friction between structural goals and employee expectations. David Solomon, CEO of Goldman Sachs, highlighted this conflict when he said: “I do think for a business like ours, which is an innovative, collaborative apprenticeship culture, this is not ideal for us, and it's not a new normal." #Retention is another challenge, with high turnover driven by burnout, better opportunities, and changing work-life values. Brian Chesky, CEO of Airbnb, stresses the importance of nurturing strong employee relationships and fostering a positive workplace culture by commenting that “retention is about relationships and culture. We must create a world-class experience for employees that mirrors the one we create for customers.” Lastly, #GenerationalShifts are reshaping workplaces. Each generation brings different expectations, work styles, and priorities. Millennials and Gen Z demand more flexibility, strong company values, and career growth. According to sources like SHRM and Pew Research Group, Millennials are now 35% of the workforce, are expected to reach 75% by 2025. Notably, 91% of Millennials prioritize career development, compared to just 68% of Baby Boomers. Tim Ryan, Chairman of PwC, has remarked that Millennials and Gen Z are driving change by pushing for “purpose and meaning in their work, and companies need to adapt to those expectations if they want to retain top talent." In this complex hiring environment, CEOs must balance short-term needs with long-term talent strategies. Building a strong culture, offering #flexibility, prioritizing #growth and #development, and championing employee well-being are just a few critical actions leaders can take to stay competitive in today’s rapidly progressing landscape. #CEOChallenges #WarForTalent #TalentStrategy

Too many CEOs are quietly asking themselves the wrong question right now: “Should we get involved?” The real question is: what does responsible civic leadership look like when the operating environment itself has become unstable? In my new OpEd, “The Leadership Moment Business Cannot Afford to Miss,” I connect two signals every serious leader should be paying attention to: - Mark Carney’s Davos challenge to those who benefit from the current system to shoulder more of the burden of holding it together. - The open letter from more than 60 Minnesota CEOs—including Target, Best Buy, UnitedHealth and 3M—calling for de‑escalation after fatal shootings by federal agents and the unrest that followed. These leaders didn’t launch a political campaign. They used their platform to defend the basic conditions that make business and community life possible: safety, calm, and a functioning civic fabric. In the piece, I lay out: ·      Why “staying neutral” is no longer neutral when civic risk is driving real business risk (including reported local sales drops of up to 80% in Minnesota). ·      A simple decision framework for when and how CEOs should speak—and when they shouldn’t. ·      Practical guardrails for boards and executive teams who accept the logic but are rightly concerned about backlash, polarization, and execution risk. ·      How to build the relationships and “moral credit in the bank” before a crisis hits your markets. My core argument: the modern CEO job description now includes a civic dimension. Not as activism, but as realism. When the social fabric tears, your P&L, your people, and your investors all feel it. If you’re a CEO, board member, or senior leader wrestling with when to speak, when to stay silent, and how to lead without turning your company into a political football, this article is written for you. 👉 I’d value your perspective: Where have you drawn the line on speaking out in civic crises—and what, if anything, would make you redraw it? #Leadership #CEOMentor #CivicLeadership #BusinessAndSociety #BoardLeadership #CorporateGovernance #StakeholderCapitalism #ResponsibleBusiness #CrisisLeadership #MinnesotaCEOs #Davos2026 #MarkCarney #ESGLeadership #PurposeDrivenLeadership #LicenseToOperate