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U.S. leaders aren’t waiting for certainty. They’re revising plans, diversifying resources, and accelerating investment to stay resilient amid volatility. Findings from Forvis Mazars’ sixth annual Global C-Suite Barometer show that adaptability has become the defining competitive advantage for U.S. companies—alongside key shifts in technology transformation and a rethinking of international expansion.

The exponential advancement of AI technology is revolutionizing how wealth and asset management firms run their businesses and serve their clients. By transforming their strategies, business models, and operations through AI-enabled digital solutions, wealth and asset management firms are boosting productivity and savings, minimizing fraud and risks, creating frictionless employee and customer experiences, and driving new levels of profitability and growth.

The wealth and asset management industry is at a turning point, where AI is reshaping every part of it—from investment decisions to client engagement and compliance. While firm leaders and executives say AI is critical to their organization’s future, the research findings from this AI-Powered Investment Firm report and playbook reveal many are struggling to translate that ambition into successful AI transformation.

The accelerating adoption of AI and agentic technologies is not merely a technological shift—it is a fundamental transformation of the workplace itself. As digital teammates evolve from simple automation tools to independent collaborators capable of fulfilling complex goals, visionary leadership has become imperative.

According to the Digital Transformation Survey of 550 executives, 93% of business leaders are investing more in technology, but only 27% say their technology is fully aligned with business goals. While almost everyone is investing in technology initiatives, the resulting technology is often ill-suited to meet business needs. To fix that disconnect, companies must approach their tech strategy with discipline where AI, blockchain, quantum, and other digital transformation initiatives are in alignment customer needs that can convert technology investments into revenue growth.

Pressure is building for professional services firms to tackle industry trends head-on, including M&A strategy, technology adoption, tax considerations, and succession planning. Some are also rethinking fee structures and commoditizing service lines; others are restructuring their partnership agreements and expanding their global reach as part of improving their client experience and meeting expectations. Instead of simply reacting to megatrends, competitive organizations and future-focused firms are making changes.

Growth is at the top of the menu for finance leaders as Grant Thornton’s CFO survey shows that the uncertainty associated with the U.S. election in 2024 has given way to unrestrained optimism about the U.S. economy and meeting business goals. Other results from the survey were broadly aligned with high growth expectations—and with the transformation to an increasingly digital landscape that has been a focus for CFOs for the past few years. As CFOs look ahead, the environment appears to favor investment in growth.