In a trade state lately marked through unsureness, disruption, and transformation, executives are striking synthetic wisdom (AI), tech innovation, and agile management on the govern in their trade agendas within the then 2-3 years, in line with The Executive Leadership Council‘s (ELC) 2nd annual “Voice of The Member Survey,” exempted nowadays.
Drawing insights from over 200 executives around the C-suite and company forums of Fortune 1000 and World 500 firms—in addition to non-profits and organizations spanning a large field of industries—the file highlights a elementary shift in strategic management priorities over the then two to 3 years.
The information display the rising usefulness of AI integration, agile management, and group of workers construction to companies, day customer-centricity left-overs a cornerstone. Conversely, the survey presentations executives are reducing their center of attention on sustainability and social problems, particularly amongst better firms.
“In today’s rapidly transforming landscape, the future belongs to those who lead boldly. These findings make one thing clear: traditional leadership models are no longer enough,” stated Michael C. Hyter, President and CEO of The Govt Management Council. “To thrive in an era defined by disruption, organizations must embrace AI-driven innovation, champion inclusive leadership, and build the agility to adapt at speed. Organizations that rise to meet this moment won’t just endure—they’ll define the future.”
Key Findings from The ELC’s 2025 Tonality of the Member Survey
AI Takes Precedence within the C-Suite – Outranking Even Marketplace Instability
- A powerful 85% of ELC participants say synthetic wisdom will shoot strategic priority of their organizations — outranking even financial (74%) and geopolitical (72%) instability, regulatory adjustments (64%), and provide chain disruptions (46%).
Management Will have to Pivot: Tech Fluency and Strategic Agility Are Non-Negotiables
- Having tech abilities, adaptive considering, strategic agility and trade acumen shall be extra remarkable to being a pacesetter than crowd control, ability management and communications abilities as trade priorities shift in keeping with the fast-changing macro soil.
Sustainability and Social Activism Snatch a Backseat — Particularly at Greater Firms
- Kind of one in 4 executives file that sustainability (22%) and social problems/company activism (26%) will transform decrease priorities within the then two to 3 years— a development pushed through immense firms of over 10,000 staff. In the meantime, smaller companies stay extra attuned to group of workers and social dynamics, signaling a rising divide in C-suite center of attention.
C-Suite Sponsorship is A very powerful — But Underused
- Pace 83% of executives say senior chief sponsorship is probably the most impactful form for making ready time leaders, simplest 68% file their firms are lately doing it — highlighting a key alternative hole in management pipelines.
Buyer Center of attention Remainder Paramount
- Regardless of competing calls for, 79% of executives file that visitor and key stakeholder wishes can have important affect in shaping trade methods over the then few years – underscoring the iconic usefulness of customer-centric management right through unsure occasions.
Day-Readiness Faces Actual-International Stumbling blocks
Executives known 3 key demanding situations that businesses will have to triumph over to arrange the then hour of leaders:
- Get right of entry to to related studies reflective to nowadays’s global.
- Navigating generational dynamics. In an historical first, 5 generations are within the group of workers nowadays.
- Balancing temporary trade pressures with long-term management construction, together with passing logic nowadays on ability wanted for the next day to come.
“These findings reinforce our commitment to future-proofing our members through collective insight, continuous learning, and intentional development,” stated Hyter. “As the business landscape continues to evolve, our responsibility remains to equip leaders not just to navigate change, but to shape it. This survey sharpens our ability to deliver targeted, high-impact programming—empowering The ELC’s members to lead with resilience, inclusivity, and lasting influence, today and for the long term.”
Survey Demographics
The survey collected responses from over 200 The ELC participants. Amongst respondents, 61% store C-suite roles, and 16% are board participants. Roughly 61% paintings in immense firms (over 10,000 staff), and 39% constitute smaller organizations. Maximum respondents (81%) had been with their tide corporate between one and 9 years, day 19% have tenures of ten years or extra.
The whole file and spare insights can also be accessed on The ELC website.
