Even before the latest wave of tariff escalation sent shockwaves through the global market, CEOs were brave for a year defined by disruption. Guarded just before the US presidential election, the 2025 Alixpartners' disruption index has captured ongoing anxiety and strategic readjustment among global business leaders. And while these findings go beyond today's tariff volatility, they provide an incredibly accurate blueprint, rather than how well-performing CEOs are weathering.
“The disruption in all outfits shows no signs of decline,” said Simon Freakley, executive chairman of Alix Partners. “In a continuous, chaotic environment, it's no longer just weathering the storm. Instead, it's about intentionally using that energy to promote opportunities and increase value.”
CEOs embrace confusion as a growth engine
This study identifies significant changes in thinking. It is a growing confidence among CEOs in their ability to manage and capitalize disruptions. While anxiety persists over the wider landscape, the top 7% of companies defined as leaders in both growth and profitability chart their bold courses, with 91% planning and transformative acquisitions and 65% preparing for major business model changes next year.
The key to their success? Laser focuses on technology investments related to measurable business outcomes. These companies deploy AI, automation and robotics at an unprecedented level. While 72% of CEOs expect to deploy humanoid robots within the next five years, 87% of growth leaders are investing in digital tools more than last year. Of these leaders, 73% see revenues of over 10% from their digital investments, compared to just 14% of their peers.
“AI is not just about efficiency. It is a productivity enabler that enhances human intelligence to drive growth,” Freakley said. This sentiment is reflected in 80% of executives expressing optimism about the potential for AI to revolutionise business.
Navigate geopolitics and supply chain disruptions
Geopolitical tensions, particularly between the US and China, forced CEOs to rethink their global growth strategies, with 79% of business leaders adjusting their growth plans and 73% reshaping their manufacturing and supplier footprints. Supply chain resilience remains a top priority, with almost half of respondents expecting greater disruption over the next 12 months. In response, 81% believe that AI and machine learning will improve supply chain operations. Especially amidst fluctuations in material costs.
The challenge of adapting to these forces is urgent, but rewards for agility are important. The method-leading CEO integrates sophisticated forecasting tools to predict and mitigate risks, and aligns with the realities of a global economy that has fragmented organizations.
Social influences drive ultimate success
During a period of growing scrutiny on ESG initiatives, CEOs have discovered that doing good is still a good business. 73% of the leaders surveyed reported that initiatives related to social issues such as DEIs positively influenced economic performance, while 94% of growth leaders identify DEIs as a competitive advantage. Similarly, environmental sustainability behaviors provide measurable ROIs, with three-quarters of respondents citing financial benefits from the green initiative.
“Companies that align their strategy with social and environmental priorities don't just strengthen their reputation, they're building more resilient businesses,” Freakley said. These leaders have proven that their commitment to sustainability and inclusion can drive innovation and attract the best talent.
From anxiety to action
Confusion has remained a source of anxiety for many CEOs, but in the US, 46% of business leaders reported feeling more uneasy compared to the previous year, while the most successful leaders were trying to move beyond fear to focus on enforcement. Their approach? We prioritize agility over perfection.
“Growth and profitability leaders act boldly,” the report said. This data has this. These companies are increasing workforce, digital transformation, and investing in adaptive business models, making default modes more flexible.
For CEOs facing uncertainty, the message is clear: embrace the storm. The confusion won't go away. And with increasing trade tensions and accelerating policy changes, the foresight shot in this pre-election survey now serves as a playbook to navigate an even more unstable business environment. “Reconciliation with a mitigation strategy is no longer an option,” Freakley said. “The best CEOs are deliberately pre-empting the confusion and turning it into levers for growth. In this environment, defense isn't enough.”
