Global business leaders are increasingly leaning into disruption rather than retreating from it, according to the September 2025 EY-Parthenon CEO Outlook Survey. The survey, which captures the views of hundreds of chief executives from across industries and regions, paints a picture of resilience and adaptability in the face of extended geopolitical, economic, and regulatory uncertainty. Rather than seeing instability as a reason to delay investment, many CEOs say they are using this moment to fundamentally reshape their organizations for long-term growth.
One of the survey’s key findings is that confidence remains strong despite persistent headwinds. More than half of the executives surveyed believe they can outperform their competitors in the coming years, even as they navigate shifting market conditions and global risks. For these leaders, uncertainty has become a proving ground for innovation and resilience. Instead of waiting for stability, they are making bold moves to strengthen their companies’ foundations and seize emerging opportunities. This approach represents a notable departure from earlier periods of disruption, where many firms focused primarily on cost-cutting or temporary defensive measures.
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A central theme highlighted in the survey is the growing importance of localization and regionalization. In response to years of supply chain stress, trade disputes, and regulatory divergence, CEOs are making strategic decisions to bring operations closer to their end markets. This shift is not just about manufacturing footprint or logistics efficiency, but about embedding resilience into the business model itself. Companies that build operations within or near customer regions are better able to adapt to changing regulations, respond to consumer preferences, and reduce exposure to international bottlenecks. For many CEOs, the ability to align more closely with local market needs is now seen as a competitive differentiator. Executives leading these regionalization efforts often describe them as long-term strategies rather than temporary fixes, underscoring the structural nature of the changes underway.
Another priority gaining momentum is portfolio transformation. More than half of the surveyed CEOs report they are actively reshaping their portfolios by divesting non-core businesses, entering joint ventures, acquiring growth assets, or reallocating capital toward higher-margin segments. These moves are designed to sharpen focus and unlock capital for investments that can deliver stronger returns. Leaders emphasize that portfolio transformation is not simply about trimming down; it is about strategically positioning companies for growth in areas with the greatest long-term potential. Some executives have already accelerated transformation timelines, completing divestitures and acquisitions faster than anticipated in order to gain a head start on competitors.
Artificial intelligence, once treated as a back-office efficiency tool, has rapidly emerged as a central pillar of growth strategy. CEOs report using AI for forecasting, generating customer insights, and optimizing complex operations across industries ranging from manufacturing to finance to healthcare. The survey suggests that companies able to leverage AI for predictive accuracy and rapid responsiveness to shifting conditions are gaining a decisive edge. Leaders no longer view AI adoption as optional or experimental; instead, it is increasingly treated as a core capability essential to competitiveness. At the same time, executives acknowledge the challenges that come with building AI systems responsibly, from ensuring data quality to managing ethical considerations and regulatory compliance.
The ability to balance agility with operational discipline is another trait executives see as critical in today’s environment. Leaders describe the need to move quickly in response to opportunities while maintaining strong financial control and protecting core assets such as brand reputation, employee culture, and trusted infrastructure. Many CEOs are building structures that allow experimentation in non-core areas of the business, encouraging innovation while containing risk. This balance—sometimes described as “speed with predictability”—is emerging as a hallmark of organizations that successfully navigate disruption without sacrificing long-term stability.
The implications of these shifts are far-reaching. Investors are closely watching how companies deploy capital in uncertain times, rewarding those that demonstrate both growth potential and disciplined risk management. Employees are experiencing firsthand how organizations are adapting, as many firms invest in reskilling programs, flexible work models, and new talent pipelines to support transformation. Customers, meanwhile, are benefiting from products and services that are more tailored to local needs, more responsive to market shifts, and increasingly enhanced by AI-driven insights. For policymakers and regulators, the trend toward localization and advanced technology use presents both opportunities for economic development and challenges around ensuring fair competition and responsible innovation.
Despite the optimism captured in the survey, executives are not blind to the risks ahead. Inflationary pressures remain a concern, with rising costs still threatening margins in many sectors. Regulatory uncertainty, particularly around emerging technologies such as AI and cross-border trade policy, adds another layer of complexity. Building and scaling AI responsibly, while ensuring workforce alignment and cultural readiness, represents an ongoing challenge that requires careful governance and investment. Yet many CEOs appear to see these hurdles less as deterrents and more as tests of adaptability.
The September 2025 EY-Parthenon CEO Outlook Survey makes clear that the age of disruption is not simply a period to endure, but a defining feature of the modern business landscape. The leaders who embrace localization, portfolio transformation, and AI investment are positioning themselves not just to weather the storm but to turn turbulence into opportunity. For CEOs willing to rethink their strategies and invest in resilience, the future is not defined by uncertainty—it is defined by the ability to create value within it.
