Disruptive change is happening, and more is coming. Is your organization ready to seize the moment? 

This message echoes throughout the findings of our second annual Global Board Governance Survey. Our results, based on a global survey of more than 1,800 board members and C-suite executives, reveal that organizations that consider themselves to be disruptive leaders see opportunities in a changing business landscape and operate differently compared to organizations that believe they are at risk of being disrupted. From technology modernization and enablement to talent and culture, the disparities are remarkable and shed light on critical areas of focus for the board and C-suite. 

There is no question that corporate boards and C-suite executives understand that the speed and impact of disruptive change are increasing and are influenced by external and internal factors. As markets evolve, so must companies — at speed. Absent that, uncertainty increases, and the quality and velocity of decision-making erode. Even during uncharacteristically placid stretches, disruptive leaders think about, plan for and invest in the building blocks that simultaneously strengthen their capabilities to disrupt and reduce the likelihood of being taken by surprise and disrupted.  

Key findings include: 

• Business models will be changing — Over 75% of organizations expect major business model changes within three years. 

• A strong majority of companies do not see themselves as disruptive leaders — Just 15% put themselves in the disruptive leader category. 

• Disruptors see the world differently and are better prepared to embrace change — 77% of disruptive leaders are confident or highly confident in their ability to recognize, adapt and respond timely to disruptions, versus 28% of disruption laggards. 

• How companies view generative AI is a litmus test of their propensity to disrupt — 72% of disruptive leaders view generative AI as providing a significant or moderate opportunity to be a disruptor, while more than 40% of organizations at risk of disruption see the technology as a disruption risk.