From my experience, 2025 has been a demanding but transformative year. While change and uncertainty are not new, many pressures came together at once: technology shifts, geopolitics, regulation, workforce pressures and security risks.

At the same time, these pressures have driven positive change. Leaders are rethinking how they operate and building more agile, resilient organisations. The AlixPartners Disruption Index, based on a survey of 3,200 senior executives worldwide, reflects this: many feel disrupted, yet more than half expect to change their business models soon – a clear sign of adaptability and ambition.

Below are the key forces that shaped leadership decisions in 2025, informed by the report and my own experience.

1. Geopolitics disrupted supply chains: Politics directly affected business. Tariffs, trade tension and conflict disrupted supply chains and raised costs. Companies responded by shortening supply chains, diversifying suppliers and focusing on resilience over efficiency.
2. Regulation shaped investment: Policy decisions mattered more than ever, as regulation influenced pricing, investment and timing. Companies that planned early and stayed close to policymakers reduced risk.
3. Financing became tighter: Higher interest rates and stricter lending made money more expensive and harder to access, pushing investors and banks to be more cautious and selective. This forced stronger financial discipline in cash management, project selection and governance, making it a key leadership strength.
4. AI became a business tool: It now supports productivity, planning and decision-making. Companies treating AI as a core capability saw the most value.
5. Technology and cyber risk reached the board: As companies used more digital tools, risk increased. Cyberattacks, system failures and vendor outages became business threats. Strong leaders balanced innovation with resilience and clear response plans.
6. People and skills still matter most: Technology did not remove the need for people. Leaders who invested in training, clear roles and adaptable teams performed better.
7. Reputation and trust mattered even more: How companies behaved mattered as much as results. Issues could escalate quickly. Clear communication and responsible leadership protected value.

What went well

Despite the pressure and disruption, 2025 also delivered important positives.

• Companies became faster and more focused. Leaders simplified decision-making, reduced unnecessary processes and prioritised execution. This improved accountability and delivery.
• Collaboration also improved. Companies worked more closely with partners, suppliers and stakeholders to manage risk and share expertise. In property and energy, stronger partnerships helped projects continue despite uncertainty.
• Technology delivered real value. Digital tools improved safety, transparency, reporting and operational control. Many organisations moved from testing ideas to using technology effectively.
• Finally, many leaders became more resilient, practical and people-focused. Communication, governance and organisational culture improved in many cases.

These strengths will last.

Looking back and ahead

The main lesson from 2025 is that disruption is now constant.

The best leaders are not waiting for stability. They stay flexible, invest wisely, manage risk carefully and focus on people and trust.

As we look toward 2026, I wish all my readers a year of progress, growth and opportunities that challenge and inspire you – may your teams thrive, your strategies succeed and your leadership continue to evolve with confidence and purpose.