29th Annual Global CEO Survey - Asia Pacific
Asia Pacific CEOs move toward 2026 with resilience tested and reinvention underway. In this year’s survey, conducted with 1,766 Asia Pacific CEOs as part of PwC’s 29th Global CEO survey of 4,454 chief executives across 95 countries and territories, leaders look ahead to 2026 as pressures test resilience.
In today's rapidly changing world, our 29th Annual Global CEO Survey highlights a key challenge for leaders: balancing the need to manage emerging risks while setting the stage for future growth. Vietnam is uniquely positioned in this moment. Despite regional caution, our nation is a top-three investment choice for Asia Pacific CEOs and a pivotal hub in the global reconfiguration of trade and supply chains.
Realising this opportunity will require decisive action. Businesses need stronger foundations in data, talent and governance to convert AI from promise into performance. Cybersecurity must move from a technical concern to a central boardroom focus. Above all, leaders must master a dual agenda by strengthening near‑term resilience while simultaneously reinventing their organisations for the future.
While challenges are intensifying, the potential for Vietnamese businesses that act with foresight is vast. Those that invest early, adapt boldly and lead with intent can turn uncertainty into a source of long‑term advantage.
At PwC Vietnam, we are committed to supporting business leaders on this journey — helping to navigate complexity, seize opportunity, and transform today’s pressures into lasting progress. For leaders ready to act, the reward is not just growth, but enduring success. I look forward to the conversations ahead.
The global economic outlook for 2026 projects resilient GDP growth of 3.3%, driven by technology investment and financial support conditions, trade adaptation strategies from countries. However, this is set against a backdrop of significant structural headwinds, including persistent geopolitical tensions, a mounting public debt projected to exceed 100% of GDP, and financial market risks from potential asset bubbles in emerging markets.
Against this cautious global context, Vietnam is positioned for significant outperformance with an actual GDP growth of 8.02% in 2025 while the country sets GDP growth at 10% for period from 2026–2030. This growth is underpinned by robust consumption supported by fiscal stimulus, a projected 20–30% increase in public infrastructure spending, and sustained export competitiveness.
The primary strategic challenge for Vietnam will be to balance this rapid growth with macroeconomic stability.
Asia Pacific CEOs remain bullish on the global economy but cautious on near-term revenue growth. Confidence improves over the three-year horizon, reflecting an expectation that markets will normalise and that ongoing strategic investments in digital transformation, AI, and supply-chain resilience will begin to yield returns.
The data clearly shows this focus, with the US (42%), Vietnam (15%), and the Chinese Mainland (14%) emerging as the top three destinations. Vietnam's performance is particularly notable, having almost doubled its share of investor interest from 8% to 15% in one year. This rapid ascent is directly underpinned by its central role in supply-chain diversification strategies ("China+1"), strong government policy support, and growing intra-regional trade (e.g. ASEAN+).
As volatility rises, CEOs are balancing immediate resilience with longer‑term reinvention. The following pages deep‑dive into three themes that are shaping leadership decisions today and the strategic moves required to turn pressure into progress.
Cybersecurity risk, trade uncertainty, and macro volatility are intensifying, forcing leaders to strengthen resilience and protect performance in the near term.
Read moreWhile AI is delivering impact for some, many organisations are constrained by foundational gaps — widening the performance divide.
Read moreWith capital and leadership attention stretched, the challenge is creating space to move beyond defence and intentionally shape future sources of value.
Read morePerceived exposure to threats among Asia Pacific CEOs has intensified, with cyber risk now becoming the primary concern. In 2026, 39% of leaders feel highly or extremely exposed to cyber threats—a significant increase from 23% in 2025 and surpassing other major risks such as inflation (33%) and macroeconomic volatility (33%). This marks a clear shift, positioning cyber threats not merely as a top risk, but as a rapidly accelerating one that stands apart from other economic pressures.
This heightened sense of vulnerability is a direct consequence of the Asia Pacific region’s advanced digital ecosystem. The very factors driving economic growth—rapid digitalisation, cloud adoption, and complex supply chains—are expanding the corporate attack surface, often outpacing organisational readiness. Fragmented cross‑border regulations further complicate efforts to build consistent cyber resilience.
This regional trend has direct implications for Vietnam. As a fast-growing digital economy, Vietnam is an increasingly frequent target for cyberattacks, particularly across its fintech, manufacturing, and export sectors. Prioritising cybersecurity investment and building organisational resilience is therefore not just a compliance issue, but a critical imperative to avoid significant operational and financial disruption.
A notable resilience to trade tariffs is evident across Asia Pacific. Despite concerns remain higher than in other regions, fewer than a quarter (24%) of CEOs feel highly exposed. This is further reflected in profit expectations, with a majority (51%) anticipating little to no change in their net profit margin over the next 12 months.
This resilience is not passive; it is the result of proactive strategic adaptation as organisations re‑route supply chains, diversify sourcing, and deepen intra‑regional partnerships. The development of the China-ASEAN corridor, for example, where Chinese EV manufacturers are establishing production hubs in Southeast Asia to serve regional demand, is a clear illustration of this trend.
Despite the imposition of a 20% US tariff, Vietnam’s economy showed apparent resilience in 2025, with total exports growing 17% and shipments to the US surging by nearly 28%, according to Vietnam Customs. This strong performance, however, was largely attributable to temporary measures, such as pre-tariff export surges and key sectoral exemptions, that masked the tariff's initial impact.
This historical data might not reflect deep-seated concern on the ground. A PwC Pulse Survey reveals that a decisive 86% of Vietnamese manufacturers are bracing for future negative impacts.
This anxiety is focused on 2026, when the tariff's full-year effects are expected to materialise without these temporary supports. This poses an acute threat to vital sectors like apparel, furniture, and agriculture, a risk compounded by increased US scrutiny over transshipment, which could trigger even more severe penalties.
Next move for Vietnamese business leaders: Turn uncertainty into options
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Resilience is often seen as defense - protecting what we have. But for Vietnam's next chapter, true resilience is offense: using technology, diversification, and strategic partnerships to not just weather the future, but to actively shape it in our favour.
While Asia Pacific CEOs report tangible revenue (39%) and cost (26%) benefits from AI, the impact is far from uniform. A significant performance gap is emerging between a select group of high-achievers and the majority of organisations where financial returns remain limited.
The disparity is explained by a critical gap between strategic intent and foundational. Many organisations score well on intent-led enablers such as culture, technology environment and strategy/AI roadmap, but fewer have the practical foundations that convert adoption into sustained value.
The data provides clear evidence: organisations with strong AI foundations are twice as likely to achieve both revenue growth and cost reduction. The message is unequivocal: value follows readiness.
This technological shift is also reshaping the workforce. CEOs anticipate a decline in junior roles due to the automation of routine tasks, necessitating a rethink of early-career development. Conversely, mid-level roles are expected to grow, underscoring the critical need for human oversight, judgment, and risk management in an AI-enabled environment.
Next move for Vietnamese business leaders: Turn AI potential into performance
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Yesterday's AI was a tool. Today's Agentic AI is a workforce. Readiness is what turns this powerful new workforce from a cost into a competitive advantage.
The imperative to reinvent is a primary concern for Asia Pacific CEOs, who share global anxieties about the pace of technological change and long-term business viability. This concern, however, is met with the reality of a pronounced short-term operational focus.
The current focus on near-term resilienceCurrent CEO behaviour demonstrates a clear prioritisation of managing present volatility over pursuing long-term transformational investment. This defensive posture is evidenced by:
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The shifting ambitions towards future valueThis cautious stance contrasts with evidence that strategic expansion yields significant returns; 61% of leaders who previously entered new sectors reported that it contributed over 10% of their revenue. The implication is clear: Value is still in motion, but with volatility high and rules still shifting, CEOs are prioritising resilience now while preparing to shift into new sources of value next. Encouragingly, there is a clear shift in future intent. Over a third (37%) of Asia Pacific CEOs now plan to expand beyond their traditional industry boundaries in the next three years. They are targeting high-growth adjacent sectors, primarily:
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Next move for Vietnamese business leaders: Reinvent to outperformA unique moment is emerging for Vietnamese businesses. New regional 'Corridors of Value' are opening up, while domestic policies are accelerating growth across both the state and private sectors. Seizing this opportunity requires a dual focus: strategic expansion and fundamental reinvention.
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In today’s economy, the greatest risk is not the cost of reinvention - it is the much higher price of irrelevance. The real challenge for leaders is creating the space to think beyond today’s pressures and make intentional choices about what their organisation needs to become next.
Contact us if you would like more information
Johnathan Ooi Siew Loke
Partner, Deals and Consulting Services Leader, PwC Vietnam
Tel: +84 28 3823 0796