Growing global and economic uncertainty driven by geopolitics, advances in artificial intelligence (AI), socio-economic concerns and environmental risks are all intensifying pressure on executives as they adapt and respond to ongoing, high-stakes disruptions around the world.

The World Economic Forum’s “Global Risks Report 2026” says 57 per cent of experts surveyed anticipate a turbulent decade ahead.

“Asia’s C-suite is navigating a new competitive era marked by geopolitical fragmentation,” says David Jacob, CEO of Marsh Asia, a global professional services firm.

He adds many leaders struggle to make timely decisions and can lack the foresight, clarity and agility needed when faced with complex, interconnected risks.

Marsh says it advises more than 90 per cent of Fortune 500 companies, one-third of which are headquartered in Asia, with a commitment to helping leaders navigate uncertainty around risk, capital and people to help unlock opportunities for growth.

“Clarity is the most essential, yet often overlooked, leadership skill to drive business resilience, market expansion and growth,” Jacob says, adding that executives must guide their companies through turbulent periods while adapting quickly to the changing political and trade dynamics currently reshaping economic alliances.

Asia is home to almost 30 per cent of the world’s data centre capacity, with growth driven by demand for AI computing networks that have also become vital geopolitical assets.

The decoupling, or separation of technology ecosystems, along with disruptions to supply chain networks and transport routes for exports, are hindering innovation and increasing operational costs for companies.

“We are all navigating a fragmented global order, escalating geoeconomic conflict and regulatory changes that introduce multifaceted risks and uncertainty that challenge economic and business resilience,” Jacob says.

He also points out that persistent geopolitical tensions can erode investor and consumer confidence, which in turn can constrain market expansion as well as growth opportunities for businesses.

The new “People Risk 2026” report by Marsh indicates that AI heightens cyber insecurity, social engineering – the manipulation of people – and fraud, with poor cyber literacy now being Asia’s top people risk.

The report also finds that technological disruption – which includes issues such as inadequate understanding of cybersecurity threats and mindset-related barriers to AI adoption – is a leading risk factor among companies.

Mercer’s “Global Talent Trends Report 2026” finds that as AI reshapes the workplace, a growing number of employees feel they are not thriving – 56 per cent, according to a worldwide survey.

The report also shows that only 51 per cent of leaders feel prepared to integrate AI with human capabilities, raising the risk of skill gaps and talent shortages in the workforce.

There are socio-economic pressures as well, including soaring medical costs and labour shortages amid ageing populations. This is a particular concern in Asia, where it is expected that by 2050, the population aged over 60 will triple to one in four people.

These factors put companies under pressure to turn unprecedented challenges into a competitive advantage in order to stay ahead.

Business leaders can also benefit from using risk intelligence platforms such as Marsh’s World Risk Review and Sentrisk to support informed, confident decision-making, according to Jacob.

He says: “It is important to use timely intelligence to integrate political risk into a company’s enterprise risk management framework to strengthen scenario planning and stress tests, as well as crisis and continuity plans for geopolitical, economic, climate and technological risk scenarios.”

The success of such plans also relies on leaders to build a skilled and agile workforce capable of adapting to fluid markets.

“Start with people and the work they do, rather than the tech,” Jacob says. “Investing in workforce development and adaptability, shaped by Mercer’s workforce and rewards intelligence, is key to unlocking technology’s full potential.”

He also notes that companies need to redesign how work is done and foster AI literacy in order to integrate human collaboration with the technology.

Jacob says: “Governance is expanding, and the pace of geopolitical change and technological advancement leaves little room for sequencing one priority at a time.

“The puzzle has never been more complex. But the C-suite leaders who solve it will turn the odds in their favour.”

Watch the video to learn more insights about how Asia’s C-suite leaders can adapt and grow amid uncertainty. To read more about the findings in Marsh’s “Global Risks Report 2026”, click here, and also discover its “People Risk 2026” report here.