29th CEO Survey
The 29th PwC UK CEO Survey reveals the extent to which business leaders are planning and acting across potentially conflicting time horizons—as they navigate multiple near-term challenges while working towards the long-term reinvention of their business.
That puts greater emphasis and scrutiny on the CEO’s role in determining how much change their business can tolerate, how fast it can move, what risks can be taken and what investments and interventions are needed.
But the survey also shows that CEOs who have taken bold steps to reinvent their businesses are seeing those moves pay off.
The most successful business leaders I have come across are more naturally inclined to see disruption as an opportunity to pull away from their competitors.
Dominic Blakemore
Compass Group
Action and accountability in a time of heightened scrutiny
As the stakes become higher, the focus on business leaders is intensifying. Employees, customers and investors alike are looking to CEOs for clarity and stability. Nearly two thirds of CEOs (61%) say they feel increased scrutiny on their leadership. To compound this pressure, a third of UK CEOs (33%) question whether they have the right leadership team around them—while the same proportion recognise their organisation is hampered by unnecessary bureaucracy and internal politics that may undermine its agility at a critical time.
CEOs will need to address these concerns to give their business the best chance of moving forward at speed and to give themselves the ability to focus their time and energy where it is most needed.
The number one job for a business leader is to create, support, develop and add new leaders to your organisation.
Lee Perkins
Civica
35%
of UK CEOs are questioning whether they’re doing enough to ensure the medium- to long-term viability of their company.
59%
of UK CEOs are personally sponsoring transformation projects.
A big priority is making sure our staff feel the business is stable and our customers see that stability. We have a plan and we’re sticking to it. The message has to come from the top that we know what we’re doing.
Avril Palmer-Lavery
Constellation Automotive Group
They’re also asking tough questions of themselves. More than a third (35%) of UK CEOs say they are questioning whether they are doing enough to ensure their company remains viable in the medium- to long-term. In response, there has been an increase in the proportion of CEOs taking the lead on delivering vital change—with 59% personally sponsoring transformation projects.
In a role where forces such as urgency and legacy—crisis and custodianship—collide, CEOs are increasingly having to balance the ‘corporate time travel’ of simultaneously thinking and acting across multiple complex and potentially conflicting time horizons. UK CEOs say 55% of their working time is focused on the next 12 months, while over a third (34%) is focused on the next one to five years, and 11% on five years plus.
CEOs must also determine where they invest, potentially making difficult decisions about which areas of the business offer the greatest opportunities for growth and where savings can release capital. Technology investments are an immediate priority for most. But elsewhere there will inevitably be trade-offs, shaped by each organisation’s context and risk appetite.
The survey reveals just over a fifth of CEOs say they are prioritising rapid growth, even if it means taking on added risk. The majority (62%) report a more balanced approach, while 17% are focused on value-protection—even if it means slower growth.
By focusing on the things that are going to make the biggest long-term difference, we can stay true to our vision. Having that north star means every decision can be optimised for our future direction.
Paul Ludlow
Carnival UK & P&O Cruises
Where CEOs see opportunity, it is critical they act decisively and invest—or risk conceding the opportunity to a more agile competitor. As such it is essential that CEOs assess the challenges that surround them but are not disproportionately daunted by them.
Marco Amitrano, Senior Partner, PwC UK, says: “CEOs are making high-stakes decisions in conditions that rarely offer certainty. What matters most now is the ability to judge when to protect value and when to invest for growth—knowing that the route forward won’t be linear, and returns will likely be uneven. The leaders who stand out are those who can balance near-term demands with long-term aspirations, adapt as the risk landscape shifts, and move with confidence and agility as the context keeps changing.”
We went through the credit crunch and inflation. We’ve gone through high interest rates and the energy-crisis. And the truth of it is, none of those macro events impacted us in terms of consumer demand. They’ve impacted us in terms of our cost base, but we haven’t to date experienced a downturn due to a macroeconomic shock.
Russell Barnes
David Lloyd Clubs
Explore the key findings of our UK CEO Survey
How the CEO role is evolving in the face of rising scrutiny and a need to reinvent across multiple time horizons.
Leaders look to cloud, AI, data and analytics to transform for growth, but question whether they’re moving fast enough.
While UK CEOs differ on routes to growth, most agree innovation is key for success. Yet some remain hampered by internal challenges.
CEOs share where they are on their AI journey and the steps they’re taking to realise value.
UK CEOs feel less exposed to risk than global counterparts but still expect a challenging outlook.
We’ve spoken with leaders from across industries and sectors to hear their unique insights on the forces shaping the business landscape.
Read exclusive CEO interviews
01/
Avril Palmer-Lavery
Constellation Automotive Group
‘Take risks, gamble and hold your nerve’
On the role of strong leadership, clear communication and shutting out negativity in driving growth.
02/
Louise O’Shea
CFC
Why CEOs are “never fully satisfied”
Why operating in a dynamic sector requires a relentless focus on innovation.
03/
Dominic Blakemore
Compass Group
“Do what only you can do”: CEOs must prioritise
On the value of carving out space to focus on growth and more entrepreneurial thinking.
04/
Russell Barnes
David Lloyd Clubs
“Premiumisation” is key to aggressive growth
On the power of knowing your customer and backing your investment decisions.
05/
Rain Newton-Smith
CBI
‘Hope, confidence and optimism’ can help accelerate UK growth
Why challenging perceived obstacles will be key to creating UK economic growth.
06/
Dhara Vyas
Energy UK
Energy transition is critical to economic growth, resilience and investment
Why a cleaner, smarter energy system is critical to the UK’s resilience and investor appeal.
07/
Michael Topham
Biffa
“Investment grade” policies are key to UK growth, clean jobs and net zero success
On delivering major transformation, keeping pace with regulation and knowing when to be a fast-follower.
08/
Graham Charlton
Softcat
Businesses and government must build stronger foundations for tech success
On taking a structured approach to AI and creating a future-proof team and business.
09/
Lee Perkins
Civica
The right senior leadership team is more important than ever
Why creating, developing and bringing in new leaders should be the priority for every CEO.
10/
Paul Ludlow
Carnival UK & P&O Cruises
A “north star” has never been more important
How knowing where you’re heading will inform better decisions for the short- and long-term.
11/
Mary Huen
Standard Chartered Hong Kong, Greater China and North Asia
CEOs must be connectors, custodians and cultivators in a shifting world
On aligning legacy and innovation to create stronger businesses and relationships.
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