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Among the Irish CEOs surveyed, 92% are optimistic about revenue growth, with the same proportion confident in their competitive position over the next 12 months. This compares with 86% of global CEOs in respect of revenue growth and 80% on competitive position. At the same time, geopolitical tension, instability and conflict stands out as the most significant risk facing Irish CEOs, with 70% citing this among their top two concerns. This is followed by macroeconomic volatility (42%), trade and supply chain disruption (22%), and talent and capability gaps (16%). A similar pattern is seen globally, although at lower levels overall, with 56% of global CEOs ranking geopolitical risk among their top two concerns, followed by macroeconomic volatility (31%), technology disruption including AI-related risks (23%), and trade and supply chain disruption (22%).
AI has crossed a significant threshold in Irish boardrooms – 84% of Irish CEOs report increased AI investment compared to 2025, with the focus increasingly shifting from experimentation to the expectation of measurable results. This mirrors a global trend, where 80% of CEOs are also increasing investment in AI. Almost six in ten (58%) Irish CEOs report measurable AI impact in core operations, while 42% say AI regulatory frameworks are fragmented or still evolving, with 26% citing increased compliance complexity.
Most interestingly, leaders in Ireland are now expecting AI to deliver measurable results, with 68% using standard metrics to measure and report on AI impact across major projects. Looking ahead, 60% expect large-scale AI reskilling and upskilling of existing employees to be among the two most significant workforce impacts over the next three years, while just one in ten (10%) say that it will reduce hiring in certain roles.
However, in Ireland, skills availability defines the main obstacle with almost four in ten (38%) of CEOs identifying ‘cultural resistance to change’ as the primary barrier to deriving value from AI. Globally, this is less of a constraint, with just 16% identifying cultural resistance as a barrier.
This shift reflects a broader maturation in how businesses approach AI. The question is no longer whether to invest, but how to demonstrate that investment is generating returns, building the internal structures to sustain and scale it, and to ensure your people have the skills to harness the technology.
Helena O’Dwyer, Partner and Head of Strategy at EY-Parthenon Ireland, said: “Irish CEOs are navigating a complex, unpredictable and rapidly evolving landscape. The confidence in their own growth prospects is real, and there is a track record over the past decade of successfully navigating global uncertainty with confidence. Even still, the pace and scale of the geopolitical upheaval is extraordinary, and geopolitical risk is no longer a background concern; it is a day‑to‑day operating reality, shaping decisions on costs, supply chains, capital and growth.
“From conversations with clients we know, however, that for mid-sized businesses in particular, the challenge is somewhat different. They may lack the scale of management capacity to find the time to actively manage these issues, or struggle with the level of working capital or technology to be able to address issues or take advantage of opportunities. These leaders are more focused on keeping income steady, reducing costs, looking after staff, and staying connected to customers.”
Carol Murphy, Partner, Head of Markets at EY Ireland, said: “CEOs increasingly are not asking whether to invest in AI, they’re asking what it’s delivering and what comes next. The focus has shifted firmly to results, and that’s starting to change how work is organised across businesses. We’re seeing companies move beyond pilots and build AI into core operations, but that shift also brings a workforce challenge. Many organisations know they need to reskill and redesign roles to make the most of AI, but progress isn’t always straightforward. There can be resistance to change at all levels, and for smaller and mid-sized businesses in particular, training and transformation have to happen in step with day-to-day delivery.”
ENDS
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About the survey
On behalf of the global EY organisation, FT Longitude, the specialist research and content marketing division of the Financial Times Group, conducted an anonymous online survey of 1,200 CEOs from large companies around the world, including 40 CEOs in Ireland in March and April 2026. The survey aims to provide valuable insights on the main trends and developments impacting the world’s leading companies as well as business leaders’ expectations for future growth and long-term value creation. Respondents represented 21 countries (Brazil, Canada, Mexico, the United States, Belgium, Luxembourg, the Netherlands, France, Germany, Italy, Denmark, Finland, Norway, Sweden, the United Kingdom, Australia, China, India, Japan, Singapore and South Korea) and five industries (consumer and health; financial services; industrials and energy; infrastructure; technology, media and telecoms). Surveyed companies’ annual global revenues were as follows: less than US$500m (20%), US$500m–US$999.9m (21%), US$1b–US$4.9b (29%) and greater than US$5b (30%).
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