While the imperative for business growth and leadership never changes, each year brings a new set of challenges and circumstances that require organizations to stay on their toes, ready to adapt to anything. As the saying goes, the only constant is change. Business leaders must be able to focus on what’s important and ignore the noise.
What will 2026 bring? Several experts from the top-ranked faculty at the University of Virginia Darden School of Business and UVA Darden Executive Education & Lifelong Learning (EELL) leadership share what they think business leaders from the C-suite to functions like HR should keep top of mind as they pursue their goals in 2026.
Top of Mind for the C-Suite
If there is a single thread for the C-suite for 2026, it is disruption. C-suites must think about their role leading through disruption and the skills they need to do it well. To do this successfully, Ashley Williams, CEO of EELL and UVA Darden’s Sands Institute for Lifelong Learning, said the C-suite must reframe its role to become “the talent suite.”
“Disruption from AI — and the opportunities it creates — affects nearly every part of business,” Williams said. “It is straining the labor market and demanding a coordinated talent strategy across functions, with the C-suite elevating it to the top of the agenda.”
Recent research from EELL on C-suite capabilities confirms that, while digital fluency is now a requirement for C-suite leaders, many of the evergreen skills associated with the C-suite remain valued. In fact, the need for those traditional skills is amplified by AI disruption. “Timeless capabilities like robust business acumen, communication, strategic problem-solving, data-driven decision making and learning agility all remain critical,” Williams said. “This should bring focus to C-suite leaders on how to leverage their strengths in these traditional areas in the AI world.”
Check out Part 2 of EELL’s 2026 look-ahead:
AI Disruption and How Leaders can Manage the Challenge.
Top of Mind for Marketing Leaders
In 2026, Professor Luca Cian recommends marketing leaders invest in what he calls “AI visibility” — essentially, search engine optimization for the age of AI. He expects AI agents to increasingly mediate consumer purchasing decisions. These AI agents won’t recommend purchases of brands they can’t find, he warns.
He also urges marketing leaders not to abandon emotional connection as AI adoption increases. “Consumers still crave authenticity,” Cian said. “The brands that win will be those that maintain meaningful human touchpoints while leveraging AI efficiency. Over-automation kills conversion rates. The goal is augmentation, not replacement.”
Top of Mind for Finance Leaders
Following data on growth, inflation and unemployment from major economies is always important to get clues on where the economy is headed, Professor Yiorgos Allayannis says. “A lot will depend on AI.”
Allayannis expects more robust M&A activity in 2026 due to relatively high valuations and relatively low interest rates in the U.S. However, he warned that in the past, most mergers and acquisitions did not create the anticipated value. He expects shifting regulatory rules and market environments may spur more lending activity from large banks in 2026. “To the extent that there are good investment opportunities to fund, this would be good for banks and the economy,” he said. “But we’ll have to see how it plays out because more lending is not always better lending.”
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Top of Mind for Supply Chain and Technology Leaders
China is emerging as the global leader in several critical technology sectors, including batteries, solar panels and electrical vehicles, according to Darden’s interim dean and technology strategy expert, Professor Mike Lenox. “If current learning curve trends continue, these technologies could be significantly less expensive than their historic predecessors powered by fossil fuels.”
While improved prices should impact business strategies and technology roadmaps positively, Lenox offered a warning for U.S. based business leaders. “If the U.S. and others are not able to access and deploy these technologies due to trade barriers or an inability to build competitive domestic capacity, this could have both economic and security consequences in the race to lead AI.”
Top of Mind for Business Function Leaders
EELL’s Chief Client Officer, Devin Bigoness, offered a three-step framework for leaders of any business function to contribute to organizational success in 2026.
- Think of 3-5 key strategic priorities for the organization heading into 2026.
- Engage in discussions with key stakeholders to identify the capabilities needed to achieve these priorities and answer questions (e.g., what do we need to start?).
- Discuss internally and design with external talent development partners pilot programs that will build the capabilities and employee skills needed to achieve the 3-5 priorities.
Top of Mind for HR and Talent Development Leaders
In a recent The Wall Street Journal article exploring why HR departments often don’t live up to employee expectations, Darden Communication Professor Allison Elias said HR functions must focus on building trust, given fears that AI disruption is leading to job displacement and fewer opportunities for employees to thrive.
“Employees want to feel trusted — and to trust HR,” Elias told The Journal.
Trust will be essential as discussions around talent displacement are amplified in 2026, both within organizations and more broadly in public discourse. Effective workforce planning will require employee trust as HR leaders balance AI adoption and human talent.
Learn more about UVA Darden Executive Education & Lifelong Learning talent development opportunities, including custom-built programs for your organizational needs, as well as fully digital Management Development Certificate and customizable Darden Core certificate programs.
