2026全球CEO研究：重塑高管团队加速迈向2030

Rewiring the C-suite The fast track to 2030 About the study This study is the 15th IBM Institute for Business Value(IBM IBV) CEO Study. For the 2026 CEO Study, the IBM IBV,in cooperation with Oxford Economics, surveyed 2,000 CEOsfrom 33 geographies and 21 industries between Februaryand April 2026. In addition to survey responses, insights weredrawn from numerous client conversations, including a seriesof CEO interviews conducted between October 2025 andApril 2026. These conversations focused on how leaders arepreparing their organizations to thrive in the future, touchingon topics including strategy and leadership, business models,technology, talent and culture, governance, regulation,industry disruption, partners and ecosystems, and the uniquerole of CEOs. Contents Foreword 3 Introduction4 Play #1Rethink the C-suite for speed and clarity14 Play #2Create an AI-agent flywheel20 Play #3Customize your AI mix, not just your AI models26 Play #4Orchestrate intelligence—human and artificial32 Expect unpredictable futures38 Foreword Leading atthe speed of AI Artificial intelligence is not another cycle of change. It is a structuralshift in how organizations think, decide, and compete. Every era has underestimated the leaders who moved early. Fromindustrialization to digitization, the winners were not those who waited forcertainty, but those who recognized inflection points and acted with intent.AI is such a moment—one that rewards decisiveness and penalizes hesitation. The CEO’s role has always been to lead through disruption. What AI changesis the velocity and consequence of leadership. Enterprises that succeed willoperate AI-first—not as a layer of technology, but as a new operating model.Decision cycles will compress. Boundaries between functions will dissolve.Advantage will accrue to those who can learn, adapt, and execute faster thantheir competitors. Gary CohnVice Chairman, IBM AI’s first dividend is productivity—freeing time, talent, and capital onceconsumed by friction. But productivity alone does not create advantage.The real differentiator is how leaders redeploy that capacity. Growth willfavor CEOs who reinvest aggressively, reimagine roles and workflows, andchannel AI-driven insight toward new products, new markets, and newsources of value. This is where leadership becomes catalytic. CEOs are no longer just stewardsof performance; they are architects of intelligence. As AI expands whatorganizations can see and know, leaders must decide what matters, align theenterprise around it, and move with speed and coherence. Strategy becomescontinuous. Execution becomes inseparable from insight. This is not reinvention for its own sake. It is evolution with purpose. AI doesnot replace sound leadership—it raises the standard. The shift is frommanaging activity to engineering outcomes; from protecting legacy advantageto building the next one. Organizations that embrace this mindset early will notjust adopt AI—they will compound its impact over time. History rewards leaders who recognize when the environment has changedand respond with focus, discipline, and intent. AI is not a distant promise.It is here, it is moving fast, and it is redefining what effective leadership lookslike. The future will belong to those prepared to lead at its speed. AI is reshapingthe C-suite Today, 69% of CEOs say AI is already changing theaspects of their business they consider core. By 2030,CEO agendas will reflect these new priorities, with asharper focus on speed, intelligence, and reinvention. AI agents might lead morning stand-ups, reporting on overnight market shiftsand suggesting strategic pivots. Afternoons may include innovation labs asroutine as budget reviews once were. The C-suite could focus less onAI-powered productivity gains and more on business model transformation,led by executives who operate as a united front, not in siloed functions. That’s why 2026 is the year CEOs must rewire the C-suite—redesigninghow decisions are made, how authority is distributed, and how AI reshapesinfluence—while preserving the decisiveness and clarity enterprises need tomove fast. Getting there takes proactive leadership. CEOs will need to workwith their C-suite leaders to build execution mechanisms, incentives, andoperating models all focused on driving these outcomes. That’s the clear message of new proprietary data gathered by the IBMInstitute for Business Value (IBM IBV). Our research shows that CEOs whohave the greatest success with AI are actively rethinking cross-functionalcollaboration and embedding AI across end-to-end workflows. They’rebuilding organizations designed to thrive in uncertainty, where productivedebate sharpens strategy and smart risk-taking is rewarded. “Trying to take AI tools and squeeze theminto the existing organization is extremelylikely to be the wrong approach.” Jacek Olczak Group CEO, Philip Morris International (PMI), Switzerland The 2026 CEO Study’s data, gathered in partnership