Key highlights
- High confidence levels: 90% of executives expect their organization to grow despite an uncertain environment.
- Revenue growth: Four out of five organizations reported revenue growth over the past year.
- Primary constraint: Economic uncertainty, cited by 58% of Canadian executives, ahead of intensified competition.
- Top strategic priority: Technological transformation (46%), followed by the reassessment of supply chains, operations, and procurement (30%).
- Artificial intelligence as a key catalyst: Half of executives identify AI as the external factor with the greatest short‑term impact. Seven out of ten already report significant impact, and four out of five organizations have reorganized teams or ways of working to support deployment.
- Disciplined investment: A stable investment index of 64%, with budgets focused primarily on AI and customer acquisition.
- Global trade: High confidence in the ability to manage tariff‑related costs through efficiency gains, supply‑chain reconfiguration, and sourcing diversification.
- International expansion: Nearly four in five organizations plan to establish operations in at least one new country within the next five years. Canada enters the global top five most attractive expansion destinations for the first time.
Between ambition and caution
Canadian executives approach 2026 with a strong growth mindset while exercising disciplined decision‑making. Nine out of ten have reported positive outlooks for their organization, and four in five saw revenue increase year over year. At the same time, economic uncertainty remains the primary constraint, cited by 58% of respondents, followed by intensifying competition.
Strategic priorities of Canadian executives
Technological transformation dominates the strategic agenda; 46% of executives rank it among their top priorities for the next three to five years. This is followed by the reassessment of supply chains, operations, and procurement (30%). Entering new product or service categories as well as restructuring or cost‑reduction initiatives follow concertedly at 28%.
This prioritization reflects a pragmatic approach: strengthening operational foundations first in order to enhance competitiveness, productivity, and cost control. Technology transformation is viewed as a cross‑functional lever supporting operational efficiency and long‑term performance.
Top Strategic Priorities:
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Artificial intelligence at the core of transformation
Artificial intelligence is now seen as the most influential external factor shaping the year ahead. Half of Canadian executives believe it will have the greatest impact on their organization in the short term.
Adoption is accelerating rapidly! Seven out of ten executives already report a significant impact—up eight percentage points year over year—and four organizations in five have restructured teams or operating models to support deployment.
AI prioritizes the focus of improving decision-making quality, analytical precision, process automation, and building sustainable competitive advantage. Data governance and cybersecurity are increasingly viewed as critical foundations of this transformation.
“In Canada, as on a global scale, Artificial Intelligence has moved beyond experimentation. Canadian leaders stand out for their structured deployment approach, emphasizing data governance, cybersecurity, and skills adaptation. AI is now embedded in core operations and in the development of high‑value solutions and services, acting as a strong accelerator of efficiency, value creation, and market differentiation.”
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Investment strategies focused on growth
Investment dynamics are becoming more selective, reflecting a desire to concentrate resources on clearly defined strategic priorities. Nearly two‑thirds of organizations continue to increase budgets, primarily directed toward artificial intelligence and client acquisition.
The investment index remains stable at 64%, signaling a preference for initiatives that deliver measurable impact on growth and differentiation.
Global trade and supply chains
Disruptions in global trade and tariff volatility continue to influence strategic decisions. Four out of five executives express confidence in their organization’s ability to manage tariff‑related costs.
To mitigate tariff and trade volatility impacts, Canadian organizations combine multiple levers: short‑term operational efficiency improvements, reconfiguration of supply chains and key processes, and diversification of markets and sourcing to reduce dependency on limited geographic areas or suppliers.
Canada among the top five international expansion destinations
Despite an unstable geopolitical environment, international expansion remains a priority for many organizations worldwide. According to the global C‑suite Barometer, nearly four out of five organizations with expansion plans expect to establish operations in at least one new country within the next five years. The most frequently cited regions include the United States, Germany, the United Kingdom and China. For the first time, Canada has entered the global top five most attractive locations for international expansion.
“Canada’s rise into the top five international expansion markets reflects a balance between economic stability and direct access to major North American and global commercial hubs. In an increasingly fragmented global environment, Canada stands out as a reliable and sustainable growth base, enabling organizations to mitigate exposure to geographic risk while benefiting from a strong commercial, regulatory and innovation framework.”
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Expansion strategies are becoming more agile. Nearly half of executives are targeting new markets, while one‑third are adjusting their priorities toward other regions. Success in international expansion now depends on the ability to navigate geopolitical, regulatory and tax challenges, along with attracting and retaining talent.
Conclusion: adaptability as a competitive advantage
The 2026 C‑suite Barometer shows Canadian leaders combining confidence with strategic discipline. By placing technology—and artificial intelligence in particular—at the center of their priorities, organizations strengthen execution capability, resilience, and competitiveness.
In an uncertain environment, adaptability is no longer defensive. It has become a true competitive advantage. Organizations are investing with purpose, adjusting operating models, and positioning themselves for long‑term success.
Methodology
This analysis summarises findings in Canada from Forvis Mazars’ sixth annual global survey of C-suite executives. This independent research was conducted in October and November 2025 and captures the views of C-suite leaders at for-profit businesses with annual revenues of over $1 million across 40 countries.
Total worldwide sample: N=3012 respondents, sourced via online panel; total Canada sample, n=50 respondents.
Want to know more?
Martin Cloutier Managing Partner – Leader, Public Companies - Toronto
Brigitte Hervieu Partner - Montreal
