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Even before the latest wave of tariff escalations sent shockwaves through global markets, CEOs were bracing for a year defined by disruption. The 2025 AlixPartners Disruption Index, fielded just before the U.S. presidential election, captured the rising unease and strategic recalibrations underway among global business leaders. And while these findings predate today’s tariff volatility, they offer a strikingly accurate blueprint for how high-performing CEOs are not just weathering disruption—but harnessing it to drive growth, innovation and resilience.
“Disruption in all its guises shows no sign of abating,” noted Simon Freakley, executive chairman of AlixPartners. “In a continually disrupted environment, it’s no longer about simply weathering the storm. Instead, it’s about deliberately harnessing its energy to drive opportunity and increase value.”
CEOs Embrace Disruption as a Growth Engine
The study identifies a critical shift in mindset: a growing confidence among CEOs in their ability to manage and capitalize on disruption. While anxiety persists in the broader landscape, the top 7 percent of companies—defined as leaders in both growth and profitability—are charting a bold course, with 91% planning transformative acquisitions and 65% preparing for significant business model changes in the coming year.
Key to their success? A laser focus on technological investments tied to measurable business outcomes. These companies are deploying AI, automation and robotics at unprecedented levels: 72 percent of CEOs envision the deployment of humanoid robots at scale within the next five years, while 87 percent of growth leaders are investing more in digital tools in 2025 than they did last year. Among these leaders, 73 percent are seeing returns of 10 percent or more from their digital investments, compared to just 14 percent of their peers.
“AI is not just about efficiency—it’s a productivity enabler that augments human intelligence to drive growth,” said Freakley. This sentiment is echoed by the 80 percent of executives who express optimism about AI’s potential to revolutionize business.
Navigating Geopolitics and Supply Chain Turmoil
Geopolitical tensions, particularly between the U.S. and China, have forced CEOs to rethink global growth strategies, with 79 percent of business leaders adjusting growth plans and 73 percent reconfiguring manufacturing and supplier footprints. Supply chain resilience remained a top priority, with nearly half of respondents presciently expecting greater disruption in the next 12 months. In response, 81 percent believe AI and machine learning will improve supply chain operations, particularly amid fluctuating material costs.
The challenge of adapting to these forces is steep, but the rewards for agility are significant. CEOs leading the way are integrating advanced predictive tools to anticipate and mitigate risks, aligning their organizations with the reality of a fragmented global economy.
Social Impact Drives Bottom-Line Success
In a period of heightened scrutiny around ESG initiatives, CEOs have found that doing good is still good business. Seventy-three percent of surveyed leaders reported that initiatives tied to social issues—like DEI—positively impact economic performance, with 94 percent of growth leaders identifying DEI as a competitive advantage. Similarly, environmental sustainability actions are delivering measurable ROI, with three-quarters of respondents citing financial gains from green initiatives.
“Companies that align their strategies with social and environmental priorities are not just enhancing their reputations; they’re building more resilient businesses,” said Freakley. These leaders are proving that a commitment to sustainability and inclusion can foster innovation and attract top talent, creating a virtuous cycle of growth.
From Anxiety to Action
While disruption remained a source of anxiety for many CEOs—particularly in the U.S., where 46% of business leaders reported feeling more anxious compared to the previous year—the most successful leaders were attempting to move beyond fear to focus on execution. Their approach? Prioritizing agility over perfection.
“Growth and profitability leaders act boldly,” the report noted, “leveraging disruption as a springboard for reinvention rather than retreat.” The data bears this out: these companies have accelerated investments in workforce upskilling, digital transformation, and adaptive business models, making flexibility their default mode.
For CEOs facing uncertainty, the message is clear: embrace the storm. Disruption isn’t going away—and with trade tensions escalating and policy shifts accelerating, the foresight captured in this pre-election survey now serves as a playbook for navigating an even more volatile business climate. “Settling for a strategy of mitigation is no longer an option,” said Freakley. “The best CEOs are deliberately getting ahead of disruption, transforming it into a lever for growth. In this environment, playing defense simply isn’t enough.”
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