How CEOs can rewire their strategy for opportunities amid uncertainty

1. Continuous transformation as the new mandate

Transformation today is about more than cutting costs or streamlining operations. It involves reshaping business models, entering new markets and leveraging emerging technologies to help create a competitive advantage. Resource reallocation and bold investment decisions are enabling organizations to capture growth ahead of the curve and future-proof their operations.

The EY-Parthenon survey found that about half of global CEOs plan to increase their investments to accelerate portfolio transformation in the next 12 months. Many also intend to maintain current investment  levels — underscoring that transformation is no longer a short-term project but enterprise-wide and an ongoing commitment embedded across functions. This sustained commitment reflects the recognition that adapting to shifting market dynamics and customer expectations is essential for long-term value creation.

Whether accelerating or maintaining their transformation efforts, leading CEOs understand that reimagining the enterprise and executing with precision are central to funding and realizing their strategic ambitions.

2. Strategic shift to localization and regionalization 

The traditional model of globalization is being redefined. Trade tensions, tariff regimes and geopolitical disruptions have prompted CEOs to recalibrate their global strategies. Rather than waiting for equilibrium to return, leading executives are proactively localizing and regionalizing key aspects of production and sourcing — not as a retreat but a pragmatic response to evolving market realities.

This shift is driven by the imperative to build supply chains that are faster, more resilient and better placed to serve customers more efficiently. Localization and regionalization are increasingly viewed as a long-term strategic shift, reflecting the need to adapt to changing market dynamics and customer expectations and respond more swiftly to local demands.

Beyond operational efficiency, localizing operations can also help strengthen relationships with governments, regulators and communities to support domestic economies and job creation. By investing locally, companies can build goodwill and enhance their reputation as contributors to local development.

However, localization and regionalization are not one-size-fits-all solutions. Some organizations may find full localization impractical or economically unviable. In such cases, a hybrid approach that balances global scale with regional agility may offer a pragmatic path forward. Regardless, leadership teams must see to it that their strategic decisions reflect both a global perspective and local relevance.

3. Seizing opportunities from strategic alliances and joint ventures 

Deal-making has quietly gained momentum this year, signaling a sharpened focus on long-term transformation through targeted transactions. In the EY-Parthenon survey, 57% of CEO respondents globally shared their intent to pursue M&As in the next 12 months. Improved financial confidence, easing borrowing costs and strong availability of private capital are fueling CEO sentiment in inorganic growth as a lever for building innovation, expanding capabilities and future-proofing the enterprise.

In this volatile environment, a clear preference for more agile, lower-risk strategies, particularly joint ventures and strategic alliances, emerges. These models offer a more flexible path to growth, enabling organizations to access new markets, technologies and talent without the complexity and regulatory scrutiny often associated with full acquisitions.

Indeed, 73% of CEO respondents globally are turning to joint ventures and strategic alliances, which are alternative avenues for companies to share risk, pool expertise and keep their cultures intact. This results in greater agility and minimal disruption to employees and customers. With speed and adaptability becoming paramount to businesses, strategic collaborations are becoming a cornerstone of transformation agendas.

Having worked with the C-suite to help them navigate challenges in today’s disruptive age and enhance value for stakeholders, EY-Parthenon teams recognize that for corporate leaders, thriving in the current environment demands more than incremental change. It calls for bold transformation agendas that can reshape business models and unlock new growth. CEOs who lead with resilience and vision as they steer their organizations to embrace disruptions and uncertainty with agility would be better placed to stay ahead of the curve.

This article was first published in The Edge on 14 November 2025.