4 minBusiness
CEOs turn to trusted peer networks as uncertainty grows
Egon Zehnder's survey of 843 CEOs finds business alliances and informal peer networks now rank as their most important external relationships, as geopolitical and technological pressures mount.
Chief executives are increasingly relying on their personal networks of fellow business leaders to navigate geopolitical instability, technological disruption and economic uncertainty, according to a recent survey. In a report published in October, executive search firm Egon Zehnder polled 843 CEOs around the world about their biggest challenges and how they are adapting. The findings point to a growing dependence on peer relationships as companies try to make sense of an unpredictable operating environment.
Business alliances ranked as the most important external relationships, cited by 87% of respondents. Informal CEO networks came next at 47%, followed by public-private partnerships at 32%. Nearly half of the CEOs who prioritized business alliances said those relationships had become more important over the past year.
The prominence of informal CEO networks stands out. These relationships give executives access to peers facing similar problems, often across industries and geographies. Such connections can provide early intelligence on shifting markets, openings for collaboration, and a trusted space to share sensitive information and voice concerns they might hesitate to raise outside a close circle of peers.
Taken together, alliances and informal networks also help CEOs test their assumptions. A chief executive weighing an artificial intelligence investment, a supply chain restructuring or an expansion into a politically sensitive market can draw on the experience of peers who have already faced comparable decisions. The value lies partly in how quickly trusted relationships can surface practical information and help executives evaluate risks.
The emphasis on networking comes as 62% of CEOs expect greater geopolitical disruption over the next 12 months, and as AI adoption and its implications top the list of challenges facing their organizations. These pressures are prompting 30% of respondents to form new strategic alliances and partnerships.
The findings also underscore the personal demands of leading through uncertainty. Some 82% of CEOs said the current environment requires more leadership endurance than they had previously imagined, while 85% believe future success depends on strengthening both personal resilience and traditional business capabilities. For CEOs under mounting pressure, most say a trusted circle of peers can offer the perspective, support and experience that even seasoned leaders may struggle to find within their own organizations.
A separate Fast Company survey of nine CEOs on how they spend their time points in a similar direction. Across industries including retail, technology, healthcare and professional services, respondents said direct reports and senior leadership ranked first or second for their attention. Brieane Olson of the apparel retailer Pacsun said about 30% of her time goes to leadership through one-on-one sessions, weekly meetings and strategic discussions, while René Saúl of Kapital said 50% of his time goes to engaging direct reports and their teams across the business. Those internal priorities sit alongside the external networks that the Egon Zehnder findings highlight, reflecting how much of a chief executive's week is spent in conversation with others.
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