We surveyed and interviewed over 200 senior leaders across sectors and functions to understand the evolving demands of leadership, and what will define the most effective CEOs in the years ahead.
To explore all insights, data and analysis from this year’s Future CEO survey, read the full report here: Future CEO Report – 2025-2026.
A Leadership Landscape Transforming at Pace
The modern CEO is judged not only on what they deliver, but how they deliver it. Leaders today are navigating a world shaped by accelerated technological disruption, talent shortages, economic uncertainty, shifting stakeholder expectations, and heightened demands for trust, transparency and sustainability.
Despite the rapid rise of automation and AI, one theme remains constant: People (not processes) are dominating the CEO agenda.
Attracting, retaining and developing talent continues to be one of the most pressing challenges for CEOs. In today’s volatile market, people risk is strategic risk; culture, capability and inclusion now sit alongside cash flow and technology as critical drivers of organisational resilience.
AI Readiness: Awareness Is High, Action Is Lagging
This year’s report places particular focus on AI governance and capability at Board level. While AI has firmly entered the boardroom conversation, strategic maturity remains under‑developed:
- 71% of organisations regularly discuss AI at Board level
- Only 36% have a formal AI strategy
- 8% do not have a designated AI owner, signalling gaps in planning and accountability
The findings highlight a clear shift: technology is no longer an enabler, it is the battlefield.
What’s Keeping CEOs Awake at Night?
CEOs identified three dominant challenges when executing strategy:
- Clarifying and communicating a compelling vision
- Access to experienced, capable leadership and resources
- Winning hearts and minds to maintain momentum through change
These concerns reinforce the importance of human‑centred leadership during complex organisational transformation.
Priorities for the Year Ahead
Leaders across all functions consistently pointed to a shift in priorities:
- Customer Value Proposition (CVP) remains the number 1 strategic priority
- Shareholder value is close behind
- Employee Value Proposition (EVP), while still critical, has dipped slightly compared to last year’s report
- Environmental impact and D&I remain important, though sentiment is evolving from awareness to accountability
The Attributes Defining the Future CEO
The leadership traits that will define the Future CEO are shifting. This year’s report highlights:
- Vision & determination topped the list—overtaking resilience
- High EQ continues to rise in importance amid hybrid working and stakeholder complexity
- Courage to lead, especially in the context of AI and transformation, is increasingly essential
- Resilience remains the baseline expectation
- Adaptability, transparency and humility complete the profile
The result is a CEO archetype who blends strategic clarity, emotional intelligence, ethical decision‑making and the ability to lead through disruption.
Succession: Confidence High, Pathways Low
Survey findings also highlight a significant leadership development gap:
- 75% of CEOs believe their successor is already within their senior leadership team
- 80% of functional leaders believe they have the potential to become a CEO
- Only 29% of functional leaders are part of a formal succession plan
- 70% of functional leaders say pathways to the CEO role in their organisation are inadequate
This year’s report adds a new Development Section, outlining the strengths and development needs of leaders from Commercial, Operational, Finance, Technology and HR backgrounds, including what each group requires to transition successfully into the CEO role.
If you are interested in hearing more about our research on the future CEO or how we can support your Board to proactively plan for CEO succession, please reach out to Alistair Shaw: [email protected] | 07915 028 310
Livingston James’ Future CEO Report in Association with EY – 2026
Our latest Future CEO report, created in association with EY, is live!
We surveyed and interviewed over 200 senior leaders across sectors and functions to understand the evolving demands of leadership, and what will define the most effective CEOs in the years ahead.
Access the Full Report
To explore all insights, data and analysis from this year’s Future CEO survey, read the full report here: Future CEO Report – 2025-2026.
A Leadership Landscape Transforming at Pace
The modern CEO is judged not only on what they deliver, but how they deliver it. Leaders today are navigating a world shaped by accelerated technological disruption, talent shortages, economic uncertainty, shifting stakeholder expectations, and heightened demands for trust, transparency and sustainability.
Despite the rapid rise of automation and AI, one theme remains constant: People (not processes) are dominating the CEO agenda.
Attracting, retaining and developing talent continues to be one of the most pressing challenges for CEOs. In today’s volatile market, people risk is strategic risk; culture, capability and inclusion now sit alongside cash flow and technology as critical drivers of organisational resilience.
AI Readiness: Awareness Is High, Action Is Lagging
This year’s report places particular focus on AI governance and capability at Board level. While AI has firmly entered the boardroom conversation, strategic maturity remains under‑developed:
The findings highlight a clear shift: technology is no longer an enabler, it is the battlefield.
What’s Keeping CEOs Awake at Night?
CEOs identified three dominant challenges when executing strategy:
These concerns reinforce the importance of human‑centred leadership during complex organisational transformation.
Priorities for the Year Ahead
Leaders across all functions consistently pointed to a shift in priorities:
The Attributes Defining the Future CEO
The leadership traits that will define the Future CEO are shifting. This year’s report highlights:
The result is a CEO archetype who blends strategic clarity, emotional intelligence, ethical decision‑making and the ability to lead through disruption.
Succession: Confidence High, Pathways Low
Survey findings also highlight a significant leadership development gap:
This year’s report adds a new Development Section, outlining the strengths and development needs of leaders from Commercial, Operational, Finance, Technology and HR backgrounds, including what each group requires to transition successfully into the CEO role.
If you are interested in hearing more about our research on the future CEO or how we can support your Board to proactively plan for CEO succession, please reach out to Alistair Shaw: [email protected] | 07915 028 310
Can we help?
If you are looking for leadership advisory or recruitment support, please get in touch with our team of experts.
More Articles...
Ploughing Through: a Common Theme Across Industries
Livingston James’ Research Associate, Tara Tannock, draws on both personal experience and academic insight to explore the often-overlooked human dynamics shaping the UK agricultural sector.
Featured in The HR Director: Reframing CEO Succession – The Strategic Case for HR Leaders
In his latest article for The HR Director, Livingston James Director Ali Shaw explores whether today’s uncertain business environment could reshape the pathway to CEO, creating new opportunities for HR leaders.
HR Magazine Feature: Looking Beyond Sector Experience When Appointing Leaders
Livingston James’ Commercial Director, Sophie Randles, was recently cited in a press piece by HR Magazine regarding the appointment of former google Executive, Matt Brittin, to Director-general at the BBC.