The CEO Survival Guide for 2026

By Prof. Enrique Soriano

In the first phase of this CEO series, we focused on what every organization must regain first: clarity—of direction, priorities, and leadership alignment. Without it, even the best strategies collapse under confusion. But clarity alone is not enough.

In 2026, what separates resilient companies from struggling ones is discipline—how leaders manage debt, communicate through uncertainty, make decisions under pressure, and eliminate hidden inefficiencies.

This next phase is not about vision. It is about execution.

These are not theoretical ideals. They are practical actions being implemented in real time.

4. Start replacing activity with accountability.

Many organizations confuse motion with progress. Meetings multiply. Reports grow thicker. Initiatives expand. Yet results remain flat.

It is time to change the rhythm.

Plans must be laid out clearly. Standards defined. Ideas welcomed. Initiatives agreed upon. Then execution must begin.

Action: Each department must track three key performance results:
• Cash flow contribution
• Cost efficiency
• Customer retention

Progress is no longer measured by effort.
It is measured by outcomes.

5. Manage debt with discipline.

Debt is not the enemy. Poor debt decisions are.

In difficult environments, borrowing can either create options—or destroy them. Many owners use debt to postpone hard choices. That only compounds pressure. A dedicated ad-hoc team should review debt exposure, utilization, maturity profiles, interest risks, and covenant obligations.

Action: Engage a specialist to propose the right debt structure so the Board can evaluate options from a big-picture perspective.

This shifts the conversation from survival to strategy. Debt becomes a tool, not a trap.

6. Communicate with clarity.

Uncertainty is not being hidden. Leaders are expected to understand it—and face it.

When people do not understand the situation, they create their own narratives. That leads to fear, excuses, and disengagement.

Action: Management should conduct regular leadership briefings to explain changes, expectations, and business direction.

These are not the usual town halls. They are structured, honest updates that align teams with reality.

Clarity builds trust. Silence builds anxiety.

7. Make fewer, better decisions.

In pressured environments, speed often replaces judgment. But rushed decisions are expensive decisions.

With margin pressure at stake, many choices must now be treated as financial decisions.

Action: Major initiatives must require a cost-benefit analysis before approval.

This does not slow progress. It protects it.

Leaders are learning to pause, test assumptions, and commit only when clarity exists.

8. Strengthen internal performance reviews.

Hidden inefficiencies cost more than visible expenses.

A one- to two-person team must review operational and financial processes using both qualitative and quantitative methods. This is a prelude to forming a full Internal Audit (IA) function.

In my experience, a strong IA can recover up to 30% in savings from inefficiencies, leakages, and even fraud.

Action: The team should start identifying performance gaps and process inefficiencies that affect productivity, cash flow, and execution quality.

This is not about fault-finding. It is about strengthening systems.

The Shift That Matters

The goal should not be a dramatic turnaround.
It is something more valuable: stability.

Owners should no longer be focused on selling.
They must be focused on strengthening.

Whether a company employs 20 people or 20,000, the challenges of 2026 remain the same:
• Cash pressure
• Cost discipline
• Uncertainty
• Leadership fatigue

What changes outcomes is not size. It is clarity—followed by discipline.

The businesses that endure will not be those that cut the fastest. They will be the ones that think the clearest.

In 2026, survival belongs to leaders who go beyond cost-cutting—and build resilient, disciplined, and honest organizations.

Upcoming CEO Webinar

The practical realities of leading through uncertainty, navigating financial pressure, and strengthening internal discipline will be discussed further in a W+B CEO Webinar scheduled next Saturday, January 24 at 10:00 a.m.

For inquiries, Christine may be reached at +63 917 324 7216.