At the beginning of2026,Chief Executivesurveyed CEOs andfoundagendasbrimmingwithambition: Enteringnew markets, developing products, improving existing offerings, investing in technology, improving customerexperienceand driving productivity.
Eight monthsof geopolitical and policy surprises later,whenChief Executiveasked where CEOs planned to focus their efforts forremainderof the year,theanswersarea bit morefocused.
Revenue and market-sharegrowthnowtopthe list, selected by 55 percent of the 285 CEOs responding toourAugust CEO Confidence Indexon August 4-5. Profitability and financialperformancefollowat43 percent, with operational efficiency andproductivityat 38 percent.Everything else falls well behind.
Leaning into AI
To be sure, theJanuary and Augustsurveysaren’tdirectly comparable.January’s surveylet CEOs pickup tothree priorities from a longer list mixing broad goals with specific initiatives, while August asked for just two broader areas of focus.Still, taken together, the results suggest CEOs are converting January’s groundwork into results—with AIemergingas a prominent tool in that push.
Several CEOscommentedon the need fororganizational workto supportthe growth push. One CEO described the issue as managing “growth pace against operational structures and consistencies.”
For a number of CEOs, AI is part of that effort.
As one CEO focused on revenue growth and operational efficiency in the second part of 2026 explained, the challenge now is to “spin up new business lines in AI to make up for legacy product stagnation.”
Bill Estes,presidentofGeokon,a manufacturer ofgeotechnical and structural instrumentation,has seen it firsthand:“Adoption of AI is significantly improving efficiency and data intelligence,”he said.
AtHonesdale, PA-basedWayne Bank, CEOJim Donnelly saidhe’sworking to“makethebusiness more efficient”through theimplementationand scalingofnew technologyto helpminimizeoperational constraints.
The AI push builds on theprioritiesCEOs flagged at the start of the year:entering new markets, enhancing existing products and services,developing new offerings,investing innew technologies, andimproving customer experience.
Paul Riedl, Jr.,CEO of River Run,a managedITand cybersecurity services firm based in Glendale, Wisconsin, says companies must learn to use AI judiciously to accelerate growth. “Our business is affected by AI,” he said,warning other leaders thatthe pressure will only continue torise.His focus for the months ahead: “AI Implementation and getting people to use it as a tool to leap forward,” he said.
The Priorities ThatAren’tPriorities
The bottom of the list may be just as revealing as the top.
Only 13 percent of CEOspolledsaidtalent and organizationalcapabilitiesare among their top two areas of focus for the rest of 2026—despite the fact thatworkforce issues remain highly visible elsewhere in the survey.
Twenty-seven percentidentifytalent shortages or workforce constraints as one of the biggest challenges to achieving their goals. Another 26 percent say workforce strength and productivityisone of their biggest drivers, while 22 percentidentifyworkforce availability and labor costs as a major external risk.
The disconnect is even more striking when CEOs are allowed to answer in their own words. Asked separately what issue, internal or external, is currently top ofmind,workforce,talentand leadership were the mostfrequentlycited themes, appearing in 19 percent of responses.
Gladiola Unzueta, founder and CEO ofMultiGlaStrategies, a provider of integrated financial services and business consulting, pointed to talent as a key differentiator to future success. “The companies that will lead in the coming years will not simply adopt newtechnology,they will build strong cultures, invest in their people and remain adaptable,” she said. “AI is transforming business, but trust, leadership and execution will continue to be the true competitive advantages.”
Chris Burkhard, president and founder of Placers Staffing & Recruitment, sees an acceleration in the pace of hiring and firing. “There is a normalization to the market churn that is just beginning,” he said, adding that labor shortages and skill gaps are making workforce strategy relevant again.“AI falls short in replacing humans.”
The CEOs who are explicitly prioritizing talent also tend to be those expecting more growth.Nearly 90 percentexpect revenue to increase this year, versus 73 percent among CEOs who did not select talent as a top priority. Sixty-three percent expect to add headcount, compared with 44 percent among the rest.
Business continuity and resilienceraisesa similar question:Just 8 percent of CEOs put it among their top areas of focus, even as 45 percentidentifyinflation and economic conditions as a major external risk and 39 percent cite geopolitical conflict or trade disruption.
Another tension in the survey: competitive positioning.
Only 11 percent selectedbrandand competitivepositionasa topfocus. Yet 25 percentidentifycompetition and market disruption as a major external risk. And when CEOs were asked what issue is currently top of mind, without being given answer choices, 12 percent independently raised AI or technology.Their comments point to concerns about AI disruption, changing businessmodelsand the need to adapt quickly.
What Could Still Get in the Way
Despite those potentialhurdles, rising costs and margin pressure remain the most common challenge to achieving company goals, selected by 44 percent of CEOs. Weak or uncertain customer demand follows at 34 percent, while 27 percent cite talent shortages or workforce constraints.
Not everyone agrees on thestrength of customerdemand.Half ofthe polledCEOsidentifieditas a major tailwind, whileroughly athirdseeweak or uncertain demand as a challenge. For some businesses, demand is supporting the growth push.“Demand is accelerating,” one CEO said, while another noted that “the market has remained stronger than expected for longer than expected.”
For others, the picture isvery different. One respondent said that “high costs/inflation is finally shrinking consumer demand.”
External risksremainsubstantialas well. Inflation and economic conditions top the list, followed by geopolitical conflict or trade disruption, competition and market disruption, workforceavailabilityand labor costs,and changing customer behavior.
Even with those concerns, 55 percent of CEOs say revenue and market-share growthiswhere they plan to focus the most effort through year-end, while 53 percent cite strong execution and organizational alignment as one of the biggest drivers helping them achieve their goals.
