8 Findings from C-level Executives on Leading in a VUCA Environment

As 2025 unfolds, C-level executives are navigating a landscape marked by persistent volatility and complexity. Ongoing economic uncertainty—including issues such as tariffs, inflation, and rapid technological advancements—continues to shape the decisions and strategies of organizations. In this challenging environment, how are C-suite leaders steering their companies and preparing for the year ahead?

To gain insight into these questions, we surveyed C-level executives across our communities in April 2025 to understand how geopolitical and economic dynamics were influencing their priorities (see the complete findings from April here). Six months later, we conducted a follow-up survey to see how their perspectives may have shifted. In this report, we present eight key findings from 740 C-level executives who participated in our August survey and examine how their views have changed over time.
 

Finding 1: Changing Sentiments on the Economic Climate

Overall, C-level executives now express a more neutral—and less negative—view of the geopolitical and economic environment and its impact on their organizations compared to earlier this year. Executives responding that their sentiments on the current climate are negative dropped from 61% in April to 45% in August, and those answering “neutral” increased from 32% to 44% in that time.

There are some slight variations from the average among different roles in the C-suite, with CHROs articulating a slightly more negative view (52% negative) and CISOs having a higher percentage with a neutral sentiment (49%). CIOs expressed sentiments similar to the overall average with 46% having a negative view and 41% with a neutral view.

In addition, C-level leaders are less pessimistic about the possibility of a recession. In April, a combined 79% of C-suite leaders said a recession was likely (56%) or very likely (23%). Now, executives have changed their thinking, and 53% believe a recession is likely (46%) or very likely (7%). The percentage of executives who are unsure has increased from 11% to 21% in that time.

Finding 2: Signs of Workforce Challenges

Despite the overall shift in their sentiments, C-level executives reported workforce challenges in response to a new question in the August survey. When asked what, if any, challenges their organizations were facing, 31% of executives said they are reorganizing, and 24% responded they are reducing staff. Sixteen percent reported they were facing a shortage of workers, and the same percentage (16%) said they had no workforce issues.

Finding 3: A More Upbeat Outlook for the Future 

When asked about their thoughts on the economy as we head into 2026, C-level executives remain neutral, with 39% saying they are neutral in August, up from 35% in April. However, the percentage of executives with a negative outlook decreased from 46% (somewhat or very negative) to 24% now. The percentage with a somewhat positive outlook also increased from 16% to 34% between April and August.

Planning for the Future

In the open-ended survey questions, we asked C-level leaders how they are strategizing for 2026 amidst the complex and ambiguous environment. Flexibility, agility and scenario planning were common themes for all executives, but there are some nuances among the C-suite roles. Below we outline the key areas of focus for each role as they try to build organizational resilience despite ongoing uncertainty.

• CIO Planning
• CISO Planning
• CHRO Planning
• CDAO Planning
• CFO Planning
  
  

2026 Planning for CIOs

While 28% of CIOs report they are prioritizing investments currently to manage through a volatile environment, their outlook for the future leans neutral to positive. Thirty-eight percent of IT executives have a very positive (5%) or positive (33%) outlook for 2026, and 37% describe their views as neutral. 

When we asked how they are planning for 2026 in the current environment, their responses fell into three areas:

1. Agility, flexibility and scenario planning
2. Operational efficiencies, cost optimization and a focus on value
3. Investments in technology and talent

Here is a sample of CIO responses on how they are planning for 2026:

2026 Planning for CISOs

Nearly 70% of CISOs have maintained a focus on their key priorities this year despite the volatile environment. For security leaders, their predominant view of 2026 is neutral with 40% of respondents describing their outlook that way. A positive view closely follows at 38%, while 23% of CISOs have a negative outlook on 2026.

In terms of planning for 2026, CISOs’ responses fall into three categories: 

1. Agility, scenario planning and risk-based prioritization, with an emphasis on flexibility in security planning
2. Alignment with the business strategy and regulatory requirements
3. Operational efficiencies, strengthened foundational controls and technology enablement 

Here is what CISOs had to say about their planning for 2026:

2026 Planning for CHROs

Among the C-suite roles we surveyed, CHROs had the highest percentage of executives who shifted their top priorities this year at 35%. Another 19% of HR leaders were in the midst of adjusting their priorities. Even with these shifts, CHROs lean positive in their outlook for next year, with 46% saying they are very positive or positive, 33% neutral and 22% reporting a negative view.

Here are the main areas of focus for CHROs as they strategize for 2026:

1. Adaptive leadership, agility and scenario planning 
2. People-centric strategies, including skills, engagement and culture
3. Operational efficiency, strategic alignment and resilience

Here is a sample of how CHROs describe their approach:

2026 Planning for CDAOs

When it comes to Chief Data and Analytics Officers (CDAOs), more than half have stuck to their original priorities during the year (56%), and they are mostly neutral (53%) on their outlook for 2026. In terms of how they are thinking about next year, data leaders are in line with their C-suite peers in focusing on caution and agility. 

The top focus areas for CDAOs from the survey include: 

1. Risk management and cautious investment
2. Efficiency, cost optimization and agility
3. Data, AI and core value propositions

Here are a few responses from CDAOs on how they are planning for next year:

2026 Planning for CFOs

Of the C-suite roles we surveyed, CFOs had the highest percentage of executives who did not shift their strategies during the volatile environment of 2025 at 81%. Their thinking on the possibility of a recession is also the least pessimistic, with 58% saying a recession is very unlikely or unlikely. 

Similar to their C-level peers, CFOs are focused on developing contingency plans and remaining cautious about spending. Their 3 main focus areas for 2026 are: 

1. Scenario planning and stress testing
2. Core strategies and values
3. Conservative and flexible financial planning

Here is a sample of responses from finance leaders on strategies for next year:

Executives across the C-suite are strategizing for 2026 by prioritizing agility and scenario planning, focusing on core operations, managing risk and finances conservatively and leveraging technology–especially AI. For more data from the August survey, check out our infographic, and for detailed insights from earlier this year, read our survey report.

If you are a C-level leader who would find value in validating your strategies with peers, apply to join a local community. Or, if you are already a community member, sign in to the Gartner C-level Communities app to find an upcoming opportunity to connect with like-minded peers.

Based on 740 responses to Gartner C-level Communities’ Community Pulse Survey, August 2025.