2026年全球首席战略官（CSO）报告_9页_2mb

2026 Global Chief Strategy Officer (CSO) Survey Summary

Core Content Overview

The 2026 Deloitte Global Chief Strategy Officer (CSO) Survey highlights the evolving role of the CSO in a world of persistent disruption. As organizations face macroeconomic volatility, shifting customer expectations, and rapid technological change, the CSO is expected to lead strategy not just as a planning function, but as a continuous, enterprise-wide discipline.

Main Findings and Key Insights

1. CSO Mandate in an Era of Disruption

• Modern CSO Role: The CSO must impose clarity amid constant disruption, focusing on making fewer, sharper strategic choices and turning them into coordinated action.
• Sentiment Duality: 72% of CSOs are optimistic about their organization's future, while only 24% are optimistic about the global economy. This suggests a shift from diagnosis to delivery.
• Profitability-led Growth: Growth remains a priority, but margin discipline and capital efficiency are seen as the operating principles that enable sustainable growth.

2. The Strategy Gap: High Expectations, Limited Capacity

• Role Paradox: CSOs are central to execution but often peripheral to strategic decision-making.
• Overloaded with Priorities: More than half of CSOs report managing too many priorities with too little time.
• Limited Decision Rights: Only 35% of CSOs say they co-lead or own strategic decision-making for top priorities.
• Operational Challenges: CSOs often lack the formal authority, decision rights, and operational support needed to shape enterprise strategy effectively.

3. AI as a Strategic Imperative

• AI is Not Just a Tool: AI is reshaping how companies compete, allocate capital, and make decisions, making it a core strategic issue.
• Limited Leadership Engagement: Only 28% of CSOs co-lead enterprise AI-related decisions, and 39% of organizations are still in pilot or early execution stages.
• Strategic Underperformance: Many CSOs treat AI as a productivity lever rather than a strategic driver, leading to fragmented initiatives and uneven value realization.
• Opportunity for Integration: AI should be embedded in strategic planning, capital allocation, and talent strategy, not just treated as a separate initiative.

Strategic Choices for the Next Era

The survey identifies four key strategic choices that define the evolving CSO role:

1. Reallocate for Reinvention: Shift capital and talent toward reinvention rather than incremental resilience, balancing short-term performance with long-term capability.
2. Design the System, Not Just Manage Work: Focus on building operating mechanisms that translate strategy into repeatable, fast execution.
3. Formalize Authority: Establish clear ownership and governance for strategic decisions to ensure they remain aligned with organizational goals.
4. Shape Enterprise Bets in Fast-Moving Domains: Lead cross-functional and time-sensitive decisions, especially in areas like AI, to ensure coherence and strategic alignment.

The Evolving CSO Role (2022–2026)

• Core Mandate: The CSO remains the integrator of strategy across the enterprise, aligning long-term goals with operational realities.
• Role Stretching:
  • From guidance to orchestration: CSOs are expected to coordinate transformation and reinvention across the organization.
  • From functional to enterprise-level: Strategy must address broader, cross-functional initiatives and not be confined to silos.
  • From peripheral to central: AI is becoming a core strategic input, requiring CSOs to take a more central role in its adoption and impact.

Survey Methodology

• Participants: 148 strategy leaders globally, with titles varying from CSO to Head of Corporate Strategy.
• Geographic Diversity: North America (28%), Europe, Middle East, and Africa (45%), Asia Pacific (20%), and Latin America (7%).
• Industry Coverage: Financial services, consumer, energy, technology, media, and telecom.
• Objective: To provide a multidimensional view of how strategy is evolving across markets and business models.

Conclusion

The CSO role is being tested at its limits, requiring a shift from periodic planning to continuous, enterprise-wide strategic discipline. To lead effectively in this environment, CSOs must:

• Focus on fewer, sharper strategic choices.
• Close the strategy gap by aligning mandate with decision rights.
• Elevate AI from a productivity tool to a core strategic driver.
• Build mechanisms for coordinated action and measurable outcomes.

This evolution is essential for organizations to navigate persistent volatility, align strategy with execution, and harness AI as a transformative force.