If there’s one thing CEOs have learned to expect, it’s the unexpected. In a business environment defined by rapid change and ongoing disruption, CEOs are showing signs of renewed, albeit measured, optimism. Amid geopolitical tensions, macroeconomic uncertainty, evolving trade policy, and the accelerating impact of technology, leaders are often updating existing strategies in real time to seize new opportunities and mitigate emerging pitfalls.
As co-leader of Deloitte’s Chief Executive Program, I have a front-row seat to how CEOs are approaching resilience and long-term growth. The Fall 2025 Fortune/Deloitte CEO Survey reflects this sentiment, revealing that despite lingering uncertainty, optimism toward the global economy has doubled to 28 percent since Spring 2025 (up from 14 percent). This pragmatic optimism likely signals a strategic recalibration, with companies moving beyond defensive caution.
Macroeconomic shifts push CEOs to adapt quickly
While concerns about the U.S. economy persist, CEOs’ confidence in their own companies and industries continues to strengthen. This suggests that while the conditions remain uncertain, leaders are optimistic about their ability to navigate through challenges effectively. Executives are adjusting to a dynamic trade environment that is reshaping cost structures and investment decisions. As evolving trade policies stress existing strategies, opinions on tariffs and their impact remain divided, potentially contributing to CEOs’ more cautious outlook toward the U.S. economy. More than three-quarters of respondents (78 percent) view tariffs as posing greater risks than benefits for the U.S. economy, yet 51 percent believe the effects on their own organizations will be balanced. In response, CEOs are prioritizing cost management and supply-chain resilience, focusing on stability as a foundational element for future growth.
This measured confidence underscores a central theme of today’s leadership landscape: resilience. For CEOs, resilience isn’t the absence of uncertainty, but rather the ability to move forward with clarity and agility despite it.
Measuring AI’s impact to drive transformation
CEOs are moving beyond the exploratory phase of generative AI to assess how it can drive measurable impact across their enterprises. Nearly a quarter (24 percent) of the surveyed foresee AI as having transformational influence on long-term vision and direction, and most are tracking its impact through metrics like operational efficiency and workforce adoption.
In parallel, CEOs are setting the tone for responsible AI use. Sixty-nine percent of executives surveyed are developing clear AI usage policies, and more than half are cultivating a culture of ethical application. Establishing these expectations early can help protect against risks such as misinformation or data leakage while reinforcing trust across the organization.
Even as AI becomes more deeply embedded in daily operations, human-centric skills like agility, curiosity, and growth remain essential to realizing its full potential. The future CEO will need to expertly balance advanced technologies with the strong human connections that define the role.
Looking ahead to 2026
Change remains the defining challenge for today’s leaders. CEOs are being tested by the pace of transformation, the rapid evolution of technology, and a fluid geopolitical environment. Yet their ability to adapt and lead with resilience suggests that even amid uncertainty, many are steering with cautious confidence toward new opportunities.
Vincent Firth WEV87 G94 is a managing director with Deloitte Consulting LLP in the US Strategy service line, Monitor Deloitte. As a co-leader of Deloitte’s Chief Executive Program, he supports the success of CEOs and business leaders throughout their careers and works with CEOs and corporate executive teams to build new strategic capabilities; redesign organizations; and develop, align, and implement strategy.
