For decades, business strategy followed a relatively predictable playbook: build competitive advantage, protect market share, and scale operational efficiency. However, this is changing and requires organisations to adapt to remain relevant.
Artificial intelligence is transforming decision-making, global political tensions are reshaping trade, and demographic shifts are redefining consumer markets. At the same time, rising inequality and social pressure are forcing organisations to reconsider their broader role in society.
Against this backdrop, leadership is undergoing a major transformation. The organisations most likely to succeed are not necessarily those with the most advanced technology or largest market share, but those capable of balancing operational resilience, long-term transformation and human-centred leadership, says Dr. Abdullah Verachia, CEO of The Strategists and head of faculty: strategy, sustainability, and digital at GIBS.
Speaking at the Megatrends Breakfast 2026 Verachia challenged leaders to think future-back, act present-forward and embed strategy as a living capability within their organisations. He unpacks some of the key trends shaping 2026.
1. Strategy requires both altitude and ground-level perspective
He says a shifting world means a permanent state of disruption; for this reason, strategy too must change to align with current realities.
2. The disruption of traditional business models
The telecommunications sector illustrates how rapidly long-standing revenue models can shift. For decades, companies generated stable income through voice calls and mobile data. However, digital platforms such as WhatsApp and changing consumer behaviour have reduced reliance on traditional voice services, particularly among younger users.
3. When nostalgia stalls strategy
A major obstacle in strategy development is nostalgia. Many organisations attempt to design future strategy based on past success.
4. Customer expectations are reshaped by global innovation
Verachia says another way to understand strategy is through what he calls the value stick, which considers two critical elements – customers’ willingness to pay and the organisation’s ability to deliver value efficiently.
5. Balancing present performance with future innovation
The concept of organisational ambidexterity highlights the need for companies to sustain existing operations while simultaneously experimenting with future growth models.
6. Turbulence often creates the greatest opportunities
Periods of turbulence frequently create opportunities. Many successful companies were founded during challenging economic and political environments. Turbulence reshapes competitive landscapes and rewards organisations that are agile and adaptable.
7. AI is becoming a strategic capability
Artificial intelligence is rapidly shifting from experimental use to mainstream business application.
8. AI presents both opportunity and significant social risk
AI also raises significant questions about the future of work.
9. Inequality, demographics, and urbanisation reshape economic stability
Population growth, rapid urbanisation, and rising living costs are placing increasing pressure on infrastructure and public services.
10. Strategic leadership demands social consciousness
Verachia says strategy must extend beyond commercial performance to include broader societal impact.
11. Personal strategy matters as much as organisational
He says personal resilience and lived experiences help to shape leadership capability.
