Is optimism the newest form of resilience?

Yet our latest C-Suite Barometer survey tells a story of senior UK leaders acutely aware of these obstacles and confident in their organisations’ ability to make progress nonetheless.

Our sample of 500 senior executives across UK businesses covers seven sectors and takes opinions from CEOs, CFOs, CTOs and CIOs, providing what we think is one of the most comprehensive, robust and credible yardsticks of executive sentiment available today.

Instead of seeing the myriad challenges as reasons to retreat and wait for the storm to pass, they are choosing to innovate, refocus and re-invent their businesses for the world as it now exists. They are choosing to meet the storm head-on, building more resilient businesses in direct response.

It might be counterintuitive to note that 92% of respondents said they felt optimistic about their organisations’ growth prospects this year. That 82% actually report growth is a clear sign that opportunities exist in even the toughest environments. What we are witnessing is a considered determination to drive forward despite the uncertainty.

Make no mistake, C-Suite executives are clear on the difficulties they are likely to face as 2026 unfolds. Our survey identifies a broad range of key issues, many of which present a double-edged sword of challenge and opportunity.

Business bets big on AI – but data weakness raises the stakes

Chief among these is digital technology and, notably, the potential of AI to redraw the parameters of business as we know it. Some 85% of respondents have an existing technology transformation strategy. This may present an advantage over global counterparts, where an average of 74% have such a strategy in place.  

AI is, unsurprisingly, a top priority. Asked which technology is likely to have the biggest impact on their transformation strategy, 60% of executives highlighted AI. Globally, this drops to 50%.

The same proportion – 60% – of UK executives are investing in AI ahead of any other aspect of their technology transformation initiatives. This is where we suggest a hint of caution; while we share the C-Suite’s confidence about the transformative potential of AI, the technology is only as good as the data which powers it. Data infrastructure and security is a priority investment for 41% of respondents. We’d argue that decoupling AI from data integrity in this way is likely to limit the effectiveness – and safety – of artificial intelligence efforts and should be addressed with equal importance. While AI creates clear opportunities for businesses, it offers a similar attraction for cyber criminals, who can exploit weaknesses created by new technology.

UK C-Suite holds its nerve on tariffs

Tariffs are experiencing an era of infamy and remain a surefire headline-grabber as global trade tensions surge and recede. Despite this, UK C-suite executives are more confident than the global average (94% vs 88%) in their ability to successfully deal with the impact of these increased costs.

This confidence is likely to have been built by years of shifting sands in the UK. From the banking crisis in 2008 to protracted Brexit uncertainty and Covid, our small island has been beset by unpredictable events. This has perhaps created a generation of extremely resilient and adaptable leaders for whom change has become business as usual.

Whatever the reason, price rises have been UK organisations’ top response to tariff-related costs, with execs taking a more muscular response here than their global equivalents. We expect the price impact of tariffs to be felt more keenly by end customers this year, which may yet have a wider impact on how executives feel in the coming months and into 2027.

Global growth plans accelerate

It might be too blithe to suggest UK companies are taking instability in their stride, but our research suggests they’re willing to flex with the changes around them. International growth is a top three priority for C-level executives, with all of the challenges that presents.

Rather than retreat, 60% of respondents are adding additional countries through which to pursue growth ambitions; while 42% say they have switched gears and changed their target countries. That said, 28% of the C-suite in the UK have reduced the scope of their international growth, with a small proportion (4%) cancelling all plans for international expansion.

But it’s technical issues which present the most significant stumbling block when establishing a foothold in a new territory. Local compliance with legislation, regulation and tax systems is the top challenge for 44% of UK executives, putting it ahead of trade- and tariff-related costs (39%) and putting in place technology infrastructure (35%)

Look, then leap

What our latest C-Suite barometer research tells us is that growth ambition among UK executives is as vibrant and dynamic as it’s ever been. The destination hasn’t changed, but it’s very clear the journey is in a constant state of flux. The last decade or more has seen the global economy buffeted from all sides, with the UK feeling the additional friction of the long-running Brexit process.

So when we report that C-Suite growth optimism remains high, this isn’t a tale of buccaneering derring-do. What we see is a leadership cohort in the UK constantly re-evaluating their approach as change fluctuates through known risks and opportunities. Added to this is a consistent question mark of what might lie ahead.

But this is the great strength of resilient companies. They identify clear goals, with robust strategies that can change with the environment – and focus on the effective implementation of these.

Optimism, when combined with the resilience to adapt in uncertain times, can be a powerful force.