Our Predicted Trends for Business Growth in 2026

Our Predicted Trends for Business Growth in 2026

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As we move into 2026, growth won’t just be defined by the loudest moves or the most obvious plays. The advantage will come from decisions many businesses are still underestimating – how leaders adapt to and invest in AI, how boards operate under uncertainty, where and how companies expand, and how seriously they invest in people and communities. 

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Here are five predictions that we believe will shape how organisations can win in the year ahead.

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Prediction 1: AI will reshape leadership. 

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The impact of AI on a global scale is undeniable, but AI readiness and adoption vary wildly from place to place (even within the same organisation). The two biggest challenges businesses are grappling with right now are change management for AI adoption and generating ROI from AI investments. 

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The differentiating factor won’t be the technology itself, it will be leadership. KPMG’s research on AI in the workplace ranked “Transformational Leadership” as the top priority for businesses to realise the true potential of AI. 

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And when it comes to ROI, according to a McKinsey report, 92% of companies plan to increase their AI investments over the next three years, but only 1% believe their investments have reached maturity. How can companies close that gap? By empowering and aligning their leadership team with strategy, clear objectives, and risk appetite. 

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Founders, CEOs, C-suites, and board members will need to make clear choices on how they’re going to approach AI: whether it’s setting the direction to where AI can give them a real edge or creating conditions for readiness. It’s up to leadership to hold their teams to outcomes, measuring things that matter like cycle times and capability lift over vanity metrics, in order to collectively work towards organisational readiness in the AI era. 

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Find out more about how our AI Practice can support your business with AI readiness, ROI, and integration.

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Prediction 2: Unpredictable market conditions will modernise traditional governance approaches. 

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Research in our Global Board Report Series revealed a momentum towards a new generation of high-impact boards. Whether it’s international expansion, technological  megachanges, or resource gaps – geopolitical pressure is forcing board members to be more strategic and supportive. 

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Board-building as a tick-box exercise is no longer enough to provide business leaders with what they need to navigate the current climate. High-impact boards are purpose-built, curated intentionally, and refreshed frequently to include: 

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- NEDs and independent directors for more informed, balanced decision-making

- Chemistry-driven compositions for productive collaboration 

- Diversity of thought for more creative problem-solving 

- More operationally-involved members for strategically relevant advice and direction

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The board that’s built to meet the modern moment can’t be built on autopilot, nor can it be bound by the playbooks of the past. In 2026, we’ll see a non-traditional approach to governance on a global scale that will prioritise adaptability and relevance over rigid structures.  

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Prediction 3: Emerging Cloud markets will become an immediate priority

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“Across our global programs and client base, companies headquartered in the US, UK, Europe, and APAC are increasingly zeroing in on Saudi Arabia, the UAE, and the wider GCC as strategic priorities. 

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This momentum is fueled by accelerating digital adoption, substantial government-backed investment funds, and national transformation agendas such as Saudi Arabia’s Vision 2030. Hyperscaler expansion, most notably AWS’s new Saudi Region set to launch in 2026, combined with rapid infrastructure development and strong demand for Cloud and AI solutions has solidified the region as a compelling hub where global tech companies can scale.

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Successful entry for international companies still depends on navigating cultural nuance and establishing purposeful, well-structured local partnerships. It requires strong on-the-ground anchors, e.g. landing through free zones like DIFC and ADGM (which offer regulatory autonomy, tax advantages, and streamlined environments for businesses), alongside trusted local partners, joint ventures, and embedded local sales teams.” - Elisia Retsas, Head of GTM & Global Programs at Think & Grow

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Prediction 4: L&D will become a deal breaker for the next generation of leaders. 

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Deloitte’s 2025 Gen Z and Millennial Survey shows Learning and Development as one of the three strongest reasons for changing employers. 70% of Gen Zs and 59% of Millennials reported developing skills to advance their careers once a week or more. 81% of both millennials and Gen Zs said formal training programs were very helpful tools for career growth. 

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Survey and interview data inside our 25/26 Australian Tech Salary Guide show it’s a no-brainer for organisations to encourage upskilling to bridge the current leadership gap. Laura Haines, CTPO at Circular Economy Systems, believes there is a… “gap between people knowing how to step into product leadership. Fewer people have access to coaching or mentoring, so while there are strong product managers, there’s a big gap in how they move from that to strategy, vision, and leading teams.”  

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Organisations who prioritise L&D as part of their employee value proposition, as well as integrate it into their culture and values will win over the next generation of talent and leadership.

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Prediction 5: DEI will separate high-performing organisations from the rest 

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While several high-profile tech companies scaled back DEI efforts in recent years; such as Meta cutting 50% of its DEI workforce, X (formerly Twitter) scrapping its entire DEI team, in favour of “meritocratic” hiring practices, and Disney shrinking its DEI programs, recent LinkedIn data demonstrates that businesses that make diversity a priority outperform those that don’t. 

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Organisations in the top quartile for ethnic diversity have a +36% likelihood of financially outperforming their peers, diverse companies earn 2.5x higher cash flow per employee, and inclusive teams are over 35% more productive. 

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The same data reveals that it’s a hot topic for talent and communities: 76% of employees and job seekers said diversity was important when considering job offers, 60% said they want to hear their business leaders speak on diversity issues, and posts on LinkedIn about diversity achieved 1.9x more engagement than other posts. 

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Organisations that prioritise diversity, and by that we mean gender, race as well as age, neurodiversity, disability and socioeconomic background, in 2026 will gain the trust of their customers, build stronger communities, and favourably compete for talent. 

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In 2026, growth won’t just come from obvious wins, but from the decisions many organisations are still underestimating…

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Don’t overlook strategy: International expansion is harder than ever before - the bar for success is higher, as is the cost of getting it wrong. Understanding your target markets and their customers, data-driven decision making, and geo-priotisation are more important than they’ve ever been. 

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How organisations can win here: Take the time to gain knowledge on regulations, constraints, entry angles, and necessary resources - whether that’s through hired expertise or your own research.  

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Embrace the power of community: Communities foster brand trust, drive loyalty, and provide valuable feedback, which in turn can influence GTM strategies, product launches, and even sales cycles. How do you build and grow communities? By not just taking people on your journey, but actively involving them in it. 

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How organisations can win here: Prove you care about your people and be active listeners in what matters to them. Prioritise diversity, L&D, and mentorship as part of your EVP, and intentionally gather feedback on your products and services in a meaningful way. 

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Back your leaders: It’s clear that leadership roles are going to heavily influence the pace and range of growth that organisations are capable of reaching in 2026. 

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How organisations can win here: Invest in the right people to fill the right roles at the right time. Findings from our 25/26 Australian Tech Salary Guide show that more functions, like marketing, compliance, and People & HR, are becoming commercially-driven to contribute to the growth engine. It’s crucial that business leaders are hiring the right calibre and experience to fill these gaps.   

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If you’ve got big growth plans for 2026, we’d love to hear them. Get in touch with one of our team to find out how we can help you succeed. 

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