US C-Suites Taking Action, but Mostly Stick to Similar Playbooks: PwC

Why It Matters

The findings suggest that while confidence is rebounding, U.S. C‑suites risk losing differentiation unless they translate common initiatives into superior execution, a critical factor for gaining market advantage in a volatile policy environment.

Key Takeaways

• 73% of CEOs took 1‑3 common strategic actions
• 90% say their firms are stronger than two years ago
• 38% increased AI investments; 36% boosted risk management
• 86% will keep tariffs in planning despite policy shifts
• Execution, not just action, now seen as competitive differentiator

Pulse Analysis

The second Trump administration delivered a whirlwind of policy changes that forced American executives to constantly reassess strategy. PwC’s March survey of 633 CEOs, CFOs, technology‑risk and tax leaders shows a striking shift in confidence: 90 % now believe their firms are stronger than they were two years ago, up from a 57 % confidence gap recorded in May 2025. This rebound coincides with a broader perception that operational efficiency, risk management and supply‑chain resilience have become core competitive levers, even as external volatility persists.

Despite the newfound optimism, the data reveal a convergence on a narrow set of initiatives. Seventy‑three percent of respondents reported pursuing one to three of the same high‑impact actions, with 38 % boosting AI spend, 36 % tightening risk protocols, and 65 % adjusting trade or workforce models. Over half of the cohort cited macroeconomic pressures, cybersecurity disruptions and energy costs as primary drivers, while 86 % plan to embed tariffs into long‑term forecasts regardless of future policy swings. PwC warns that when every company makes identical moves, the true differentiator shifts to execution speed and quality.

The survey also uncovers a paradox: 87 % view volatility as an opportunity, yet 68 % admit difficulty translating uncertainty into concrete decisions, and 65 % lack sufficient geopolitical intelligence. For boardrooms, the challenge is no longer about launching transformation projects but about tailoring them to out‑perform rivals. Companies that can combine the common playbook with superior data, agile governance and a defensive‑to‑offensive mindset are poised to capture market share, while those that treat these actions as mere table stakes risk falling behind.