Africa C-suite barometer: outlook 2026
African business leaders are heading into 2026 with confidence that might surprise outside observers. In an environment marked by unpredictable markets, shifting tariff regimes and rapid technological change, the region’s Rather than echoing global narratives, Africa’s C-suite is carving out a distinct stance, one that blends optimism with operational realism and bold investment with disciplined prioritisation through technology and expansion strategies.
- 93% expect growth next year
- 63% have added extra target countries to expansion plans
- 99% have a dedicated technology transformation strategy
This optimism reflects leadership teams that have spent time recalibrating strategies, stress‑testing operations and, in many cases, redesigning business models to prepare for what’s next. The new reality is clear: uncertainty is no longer the exception but the operating backdrop, and adaptability has become the defining capability.
Growth holds firm, despite persistent pressures
Four in five organisations in Africa report revenue growth this year, although this marks a slight softening from 2025. Economic uncertainty remains the leading constraint, closely followed by intensifying competition in both domestic and international markets. Inflation and rising living costs sit at the top of executives’ concerns, while supply chain fragility (which had previously eased) has re‑emerged as a notable challenge.
Yet these pressures coexist with strong executive confidence. Rather than slowing decision‑making, volatility is being priced into plans. Leaders across the continent have become adept at operating in structurally unpredictable environments. They now expect disruption, plan for it and increasingly identify opportunities hidden within it.
Technology transformation moves from ambition to execution
Transformation through technology remains the region’s primary strategic priority. While the share of organisations with a dedicated technology transformation strategy has dipped to three‑quarters, investment is becoming more targeted. Profitability and revenue growth now sit at the top of the digital agenda, followed by data infrastructure, AI and operational agility.
AI, in particular, is shifting from pilot phase to integration. Half of executives in the region say AI is already having a major impact on their organisations. Four in five have restructured teams to support its adoption and, although 26% acknowledge job displacement due to AI, 43% report new roles being created and evidence a net‑positive workforce effect.
The applications gaining ground for value-driven application of AI include forecasting, customer experience and creative production. It suggests a pragmatic focus on accuracy, efficiency and competitive differentiation to counter some of the more uncontrollable factors influencing growth and transformation. Ethical concerns around the use of this technology remain but are moderating, and the region has made notable progress in data protection as nearly two‑thirds of leaders now consider their organisation’s data to be “completely protected”.
Trade disruption reshapes strategic choices
Confidence in managing tariff‑driven costs is also high. More than four in five leaders report they can navigate the financial impact of global trade shifts. Many have acted decisively by developing new efficiencies, launching alternative offerings, adjusting pricing and, in some cases, rethinking operating models altogether.
These pressures are also shaping supply chain investment. The top priority is integrating new technologies, followed by strengthening existing market operations – a sign that businesses are focusing on resilience and productivity gains rather than expansion at any cost.
International expansion evolves, not retreats
Despite geopolitical tensions and tariff volatility, international expansion remains firmly on the agenda. More than three‑quarters of businesses in Africa plan to enter at least one new market over the next five years. In fact, we see businesses in Africa looking more long-term than others on average globally with 31% confirming they will begin operating in more than 5 new countries (compared to just 10% globally). China, the U.S., South Africa, France and Germany are the most frequently targeted. More than half of organisations have added new destinations to their plans this year, while only a third have scaled back.
Tariff‑related operational costs and political instability are the biggest hurdles to overseas growth but here again, African executives’ experience navigating complex operating environments gives them a distinctive advantage if agility is already embedded in their decision‑making.
Adaptability becomes the competitive edge
Across all dimensions of technology, investment, operations and international expansion, a consistent theme emerges. Africa’s C‑suite is not merely responding to uncertainty; it is institutionalising adaptability. Leaders are adjusting strategies with speed, investing with intent and preparing their organisations to move ahead of disruption rather than wait to respond in its aftermath. Interestingly, Africa is the only region where we see brand strategy and reputation in the top three areas of increased investment this year – another sign that leaders here consider adaptability as a more holistic strategy for long-term success.
If 2026 is set to test business resilience worldwide, organisations in Africa appear ready. Years of navigating volatility have built a leadership mindset that sees uncertainty not as a barrier but as a permanent condition and, increasingly, as an arena for opportunity.