This latest EY CEO Outlook Pulse survey of 1,200 executives globally, part of the EY CEO Imperative series, finds respondents challenged across multiple fronts.
In brief
- More confident CEOs are better prepared to take bold strategic actions in response to macroeconomic and geopolitical changes, technology shifts and market disruptions.
- Greater confidence also enables CEOs to overcome resistance and embrace transformation with stronger processes to manage portfolio and strategic investments.
- Of the most confident CEOs, 59% plan to make an acquisition over the next 12 months, compared to 16% of the least confident.
Leaders are navigating opportunities and risks within a complex landscape shaped by the rise of emerging technologies.
They are also responding to evolving customer demands and expectations, while managing economic and geopolitical uncertainties. In this dynamic context, they are rethinking, reimagining and reshaping their companies for a future that remains unpredictable.
The most confident CEOs in this survey are being proactive in adapting to macroeconomic, geopolitical and industry changes and are aligning their strategic decision-making accordingly.
They have a strong belief in their company’s portfolio review process and are prepared to reassess established key performance indicators (KPIs). They are also far more likely to engage in mergers and acquisitions (M&A) in the next 12 months.
CEOs who confidently balance speed of change with the need to bring the whole company – and broader ecosystem – on the journey will benefit from emerging opportunities. Those willing to make bold decisions now are looking to shape their future with confidence.
Do more confident CEOs see obstacles as steppingstones, while their less confident counterparts view them as roadblocks?
An interactive heat map showing the confidence levels of CEOs over the next 12 months. The chart is segmented by sector and geography to present CEO insights on global economic growth, growth by country and sector, company growth, prices and inflation, talent, and investment and technology. The least confident groups are positioned on the left-hand side, while the most confident are on the right.
Chapter 1 – It is time for CEOs to reimagine how strategy is set
Confident CEOs boldly shape a data-based, innovative strategy with an eye on today’s ever-changing market landscape.
To improve their strategic and portfolio review processes and outcomes, CEOs can take the following actions:
- Rethink strategic assumptions
- Develop a virtual doppelgänger
- Enhance cross-functional collaboration
Chapter 2– Now is the opportune time for CEOs to capitalize on disruption
Confident CEOs embrace emerging technologies to steer their organizations through disruptive forces.
To navigate these disruptions, CEOs should take the following actions:
- Scan, focus, and then act
- Enhance customer engagement and insights
- Build agile and resilient business models
Chapter 3– Is embracing transaction-led transformation a fast track to a competitive edge?
Confident CEOs are more likely to use M&A as a tool in transformation for business growth.
To ensure they capitalize on transactions to transform their portfolios and enhance future value creation opportunities, CEOs can take the following three actions:
- Continuous portfolio optimization
- Incorporate flexibility in deal structures
- Scenario transaction decision-making
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