Not just strategy but by character

Business experts and economists are not very optimistic, as they claim that 2026 will not be defined by dramatic breakthroughs but by the unavoidable consequences of past decisions.

- FRANCIS J. KONG

This follows a turbulent second half of last year, marked by unprecedented political turmoil and widespread corruption. What many hoped were isolated incidents proved to be systemic issues. Trust eroded, institutions faced scrutiny and citizens grew weary and disillusioned.

And this is happening all over the world.

Against this backdrop, Tom Standage of The Economist frames 2026 not as a year of bold promises but as a year when realities finally catch up.

The forces shaping the year ahead are not new. What is new is their intensity.

Political polarization, economic fragility, technological acceleration, climate strain and geopolitical uncertainty are no longer abstract risks. They are lived experiences.

For business leaders, these shifts are transformative.

For decades, leadership operated within predictable frameworks.

Global trade rules were clearer, markets rewarded efficiency, and institutions — though imperfect ~ were largely trusted.

In 2026, these assumptions no longer apply.

Systems are strained. Credibility is fragile. Uncertainty is now the norm.

In this environment, sound judgment is the most valuable leadership skill, not speed or bravado. Economic signals reinforce this reality.

While markets may appear stable, underlying risks persist, including rising public debt, protectionist policies, and vulnerabilities in bond markets.

Many wealthy nations have lived beyond their means, and history inevitably demands accountability.

For business leaders, this is not the time for reckless expansion or debt-driven optimism.