C-suite barometer 2026: manufacturing sector highlights

• 77of manufacturing leaders are increasing investments in implementing AI
• 40have increased prices to manage changes to tariffs
• 89have or plan to offshore operations in the next year

Behind the turbulence lies a sector that is quietly, consistently and confidently reshaping itself for growth – and it’s working. More than four in five manufacturing organisations saw revenue rise this year, continuing a multi‑year trend of resilience. In addition, our C-suite barometer shows 90% of executives are entering 2026 optimistic about future growth. Sector leaders are proving that uncertainty doesn’t diminish ambition, it can sharpen it.

Technology takes centre stage

The top priority for manufacturing leaders this year is technology transformation – not as a theoretical roadmap, but as an operational imperative. AI’s influence is accelerating at pace. Two‑thirds of manufacturing executives say AI is already having a major impact on their business, showing a 16‑point surge in just one year. This isn’t hype or a fad, it’s happening. Four in five organisations have restructured teams to embed AI, signalling that leaders are adopting technology and redesigning their organisations around it, but that’s no surprise in this industry if we look at the advances in automotive manufacturing over the last decade. Now, we see the sector’s approach shifting to a deliberate, bold, future‑first strategy. Using AI to optimise processes, leaders are clearly confident in the return their investments will bring across automation, cyber security and data connectivity.

Investing through volatility

This confidence also shows up in investment behaviour. In 2026, 69% of manufacturing companies plan to increase both financial and human‑capital investment, a notable rise from the previous year. At first glance, this looks counterintuitive, but for organisations that want or need to adapt, it’s entirely logical. Investment becomes a protective measure, a propulsion mechanism, and a signal. C-suite executives in manufacturing cannot and are not waiting for stability to return – they are creating it.

Trade, tariffs and the global influences

The trade landscape remains complex and a challenge, but 86% of manufacturing leaders believe they can manage tariff‑driven costs by, for example, adjusting pricing models or driving new levels of operational efficiency. Notably, this sector refuses to be boxed in by geopolitics. Three‑quarters of organisations now plan to expand internationally, with the top destinations re-routed to Germany, Canada and France.

Outpacing uncertainty with adaptability

Across every indicator – revenue, confidence, technology transformation, investment, expansion – C-suite executives in the manufacturing sector are giving clear indication on their focus and the opportunities for long-term success. Organisations that adapt with intent will outpace the uncertainty around them.

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