Resilience is a choice—and leadership’s most deliberate act

According to KMPG International global chairman and CEO Bill Thomas, in times of change, resilience is the deliberate practice that sets leaders and their organizations apart.

Businesses today are facing unprecedented challenges—from global tensions to economic uncertainty and rapid technological change. The pressure for growth in this environment is stronger than ever—making leadership not only more complex but also more critical than ever.

The insights from the 2025 KPMG Global CEO Outlook report offer a window into these pressures. Although confidence in the global economy is at its lowest since 2021, leaders’ determination and resilience remain undeterred. In fact, the majority remain optimistic about their organizations’ growth. So where is this confidence coming from? And does leading through turbulence change the qualities expected from these leaders, or are the same skills simply being tested in new ways?

These are questions I’ve often asked myself over my time as a CEO—since 2009—and especially since becoming the global chairman and CEO of KPMG in 2017. I’ve witnessed several defining moments of change, from the impact of COVID-19 to the advent of generative AI—and the demands on leadership have grown significantly as a result.

Six in 10 CEOs agree that the expectations and complexity of their roles have evolved significantly. Yet, there’s no clear consensus on what today’s CEO should look like. Some emphasize greater agility and faster decision-making, while others point to transparency and the ability to prioritize and manage risk.

But while their views might differ, their actions tell a shared story. Nearly three quarters of CEOs have already adapted their growth strategies in response to today’s shifting landscape.

That signals a sense of readiness that, in my view, reflects the true test of leadership today: resilience.

There’s no better example of this than the single biggest force reshaping business today: artificial intelligence. It’s the first topic in almost every single client and colleague conversation I’m part of, and it’s no surprise that AI is now most CEOs’ top investment priority. What is surprising, though, is the pace of expectation. This year, there’s been a clear shift from excitement about AI’s potential to a real readiness to deploy and benefit from it.

As a result, we’re seeing an intentionality from leaders to build their own form of AI resilience—investing in talent, balancing innovation with ethics, and planning for adoption with eyes wide open to both opportunity and risk.

This rings true for us at KPMG, too. We knew that supporting our clients on their AI journeys required us to first lead boldly and act responsibly in our own. That’s meant applying AI in a hands-on way from the outset: learning to use our own tools and insights, creating upskilling opportunities across the workforce, and using that experience to better support our clients.

At the heart of all this is people. The demand for AI skilled talent is accelerating—and reshaping workforce strategies across industries. More than one-half of CEOs are hiring for these skills, and 92% plan to increase headcount in the year ahead. This increased focus on people reflects a shared belief among leaders that innovation only works when paired with the right human insight, creativity, and judgment.

That’s why I’m actively encouraging everyone at KPMG to stay curious and embrace creativity as we explore these new innovations. And I know that’s a sentiment shared by many of my fellow CEOs.

If there’s one certainty in leadership, it’s uncertainty. New tech, new skills, new working cultures—they’ll keep evolving. But one quality endures: the ability to prepare, adapt, and lead through change.

Some describe resilience as the ability to bounce back. I see it slightly differently. Resilience is about building forward. The turbulence CEOs faced in 2025 can make them sharper, more prepared, and more resilient for what’s next. Because resilience is leadership’s most deliberate act—and its most enduring advantage.

Note: This content was created by KPMG International.