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Executive views on policy, risk, and growth - PwC
90%say their company is in a stronger position than two years ago 87%agree that disruption and volatility are opportunities for competitive advantage 73%say they’re ahead of competitors on operational efficiency Businesses adapted. Who's actually winning? Even periods of radical change can start to feel normal, especially when they keep happening. US executives seem to have found their stride after more than a year of rapid policy shifts, economic uncertainty, and operational disruption. But they may risk mistaking the new business environment’s table stakes for differentiation from the competition, according to PwC’s April 2026 C-Suite Outlook, Executive views on policy, risk, and growth. Executives are now largely positive about how their companies have responded over the past 15 months. Indeed, 90% say that their company is in a stronger position than two years ago. That is a sharp shift from May 2025, when 57% said they were missing opportunities because they couldn’t make decisions fast enough. Today, they seem to have found their footing and are moving with more confidence. But that’s only part of the story. Our survey also shows that executives are focused on the same risks and taking the same actions. But when everyone is focused on the same things, advantage starts to disappear. What feels like progress can quickly become parity. The real challenge now is differentiation. Here are some of our key findings. Executives say they’re outperforming the pack. Roughly two-thirds of respondents say they are ahead or significantly ahead of competitors in areas like operational efficiency (73%), speed of decision-making and execution (67%), and supply-chain resilience (66%). Leaders aren’t standing still. Since 2025, executives have taken a range of actions like increasing their technology and AI investment (38%), increasing their proactive risk management (36%), and adjusting their trade strategy (35%). Overall, they report taking an average of nearly four (3.7) strategic actions in that period. Companies still play defense when disruption hits. Executives see disruptions as an opportunity, but in the moment, the response is often defensive—safeguarding technology, data, and operating networks, or preserving cash. Far fewer executives say their C-suite's response is offensive, such as growing market share or acquiring assets or capabilities. Companies should build out their cross-border analysis capabilities. As volatility has increased around the world...
Finance leaders are navigating a complex mix of economic pressure ...
... PwC LLP [PwC's Annual CEO Survey](https://www.pwc. com/gx/en/ceo-agenda ... Despite all of this, it's interesting to note that US CEOs in the survey are less ...
Tracking the Impact of the Trump Tariffs & Trade War - Tax Foundation
The permanent Section 232 tariffs will reduce long-run US GDP by 0.2 percent before foreign retaliation. Accounting for negative economic effects, the revenue ...
Top 5 Corporate Governance Priorities for 2026
Viewed this way, CEO succession planning is inseparable from broader leadership pipeline strength. ... planning assumptions. In this context, resilience ...
