Fight or Flight: Will your company survive the next 10 years?

Brian Eagar, CEO of Towerstone

Really think about it. What would your answer be? Would you fall into the 40% of global CEOs who, according to professional services giant PwC’s 28th Annual Global CEO Survey, doubt their companies will still exist in the next decade? If the answer is yes, ask yourself why. Now ask yourself: “Are the people in my company happy?”

Company culture drives success

At first thought, culture might seem unrelated to business sustainability, but it is not. How you treat those who work for your organisation is a determining factor in its survival. Of course, survival is influenced by multiple factors, with the PwC survey indicating that many CEOs feel unprepared for long-term success due to the slow pace of reinvention and only 7% of revenue over the past five years coming from new business. However, the barriers to the necessary reinvention – weak decision- making, low levels of resource reallocation, and the short tenure of many CEOs – are not only strategic or operational issues but also cultural ones. They usually reflect environments where psychological safety is lacking, risk is discouraged, and the status quo is rarely challenged. Ultimately, long-term transformation is impossible without a values-based, purpose-driven culture that outlasts individuals. Reinvention stalls without a culture that supports bold action.

The power of culture in business longevity

Despite this concern over long-term viability, almost 60% of those CEOs surveyed anticipate global economic growth to increase in the next 12 months, with over 40% expecting an increased headcount in the year ahead. Their optimism, however, is set against a backdrop of serious disruption: AI, climate change and, ultimately, large-scale industrial transformation. Here, people will be your most powerful asset.

AI and workforce transformation

Artificial intelligence, particularly generative AI, is quickly reshaping the workforce, bringing with it opportunities and challenges. Every year, Deloitte releases its Human Capital Trends report, which is known for its industry-leading insights into workforce trends, leadership and organisational culture. The 2024 report found that human-centric strategies in a rapidly evolving work environment were the key to organisational success. This year’s report delves a bit deeper, highlighting the need for leaders to instil strong learning cultures to better navigate workforce transformation and retain their top talent in the AI era.

For leaders to make it in this new world will require more than just a mind shift – it is a paradigm shift in how they perceive AI and what it means to work alongside it, embracing it as a collaborator rather than seeing it as a threat. This means also leading by example, showing their own willingness to learn and adapt.

Any industrial transformation brings uncertainty, and this digital era is no exception. Employees may fear obsolescence, questioning their role in an AI-powered workplace. But uncertainty breeds hesitation, and hesitation slows progress. Those who operate in an environment of trust and transparency are more likely to experiment with new technologies. If employees understand, they will not fear. Jobs will disappear, but others will appear – ones that require upskilling and reskilling. In fact, in its Future of Jobs Report 2025, the World Economic Forum (WEF) identified AI as the biggest potential job creator among new technologies, with 86% of companies expecting it to transform their operations by 2030.

That is not to say tensions will not exist. As businesses increasingly integrate agentic AI systems into their workflows, a new ethical battleground emerges – one where the balance between human judgment and machine-driven efficiency will constantly be tested. Leaders will have to ensure they align their AI and human-centric practices, leading with accountability and putting ethical guardrails in place to maintain trust. Because without trust, technology-driven transformation will alienate employees instead of empowering them. And without engaged, motivated people, even the most sophisticated technology cannot drive sustainable success.

Climate change and business adaptability

Climate change is everyone’s business because, regardless of industry, environmental challenges are having a profound effect on organisational practices everywhere. Leaders who can adapt to these shifts and integrate sustainability into their strategies, will position their companies for success. 

This can only be achieved through a strong organisational culture. For businesses to remain agile in the face of climate change, the Deloitte report states they need to drive values-driven cultures and, more importantly, lead them too. To do so will strengthen long-term resilience. The research further indicates that companies implementing sustainability practices into their workforce strategies see higher employee engagement and stronger brand trust – both critical for navigating future disruptions.

Industry transformation and strategic agility

Change is the one constant in the current business world. Technological advancements, changing consumer needs and shifting market conditions have made strategic agility a core competency for leaders today. Incorporating that into decision-making processes will ensure the flexible, responsive culture needed to evolve and innovate in times of transformation. According to Deloitte’s findings, trust is central to this agility – trust-driven cultures inspire collaboration and openness, making workplaces more adaptable and, ultimately, more resilient to economic fluctuations.

Navigating complexity through strong leadership

The research is unanimous: in a landscape littered with disruption, the quality of decision-making at the top will determine success. PwC surveyed leaders in the sub-Saharan region, whose people-first approach has helped them weather the winds of change, and their core approach is prioritising long-term resilience over short-term gains.

African CEOs believe in empowering employees beyond just upskilling them. They create environments where continuous learning, employee well-being and innovation are prioritised. Their leadership is tied to the broader community, and their strong relationships ensure they are able to align business objectives with societal needs, keeping their organisations relevant and adaptable to change.

The backbone of business longevity

The sub-Saharan approach to leadership – one that values people, adaptability and purpose – is a proven successful model for long-term success. Leaders who create cultures of psychological safety, who encourage employees to challenge the status quo, and who nurture a growth mindset and invest in skills development are those who will drive their organisations forward.  

The next 10 years hold challenges we cannot predict. One truth will not change: companies that invest in their people and their culture are more likely to survive than those that do not. If you want your business to thrive, focus on those who make your success possible. Because, in the end, it is not going to be ChatGPT, strategy or market conditions that determine your fate – it will be your people. So, ask yourself, “How am I cultivating an agile, adaptive, safe culture in my company?”