Corporate boards say they are prioritizing succession planning, workforce readiness in 2026

Summary

A National Association of Corporate Directors report (surveying more than 24,000 members) shows boards heading into 2026 with a clear focus: CEO succession planning, strategy execution, workforce agility and technology transformation. Economic volatility remains a significant concern — over 30% of directors expect a recession in the next year — yet most remain confident in growth prospects.

More than 60% of directors flagged strategy execution as the top oversight area needing improvement, and a similar share plan to increase strategy discussions at board meetings. People priorities include leadership development, succession planning and workforce readiness; CEO succession planning is singled out as the practice most in need of improvement. Directors also cited workforce adaptability, organisational agility and skills shortages as key barriers.

On technology, 76% of directors expect AI tools to factor into their 2026 growth strategy, but many report only slight or moderate success in turning tech investments into operational or financial gains — signalling a need for clearer metrics, stronger cyberdefences and better digital skills on boards. Separately, CHRO appointments have surged, reflecting pressure on HR leadership amid rapid change.

Key Points

CEO succession planning ranks as the single biggest board practice needing improvement for 2026.
Over 60% of directors identify strategy execution as the top oversight area to improve and plan to increase strategy discussion time.
Workforce adaptability, organisational agility and skilled-worker shortages are the main barriers boards see to execution.
Only about a third of directors are “strongly confident” in their board’s collective skill set; 14% worry their board lacks needed capabilities for the year ahead.
76% of directors expect AI to factor into growth strategies, but many report only modest success from tech investments so far.
CHRO turnover and appointments have surged, underscoring elevated expectations and pressure on HR leadership.

Why should I read this?

Short answer: because this is where the boardroom is pointing budgets, attention and risk in 2026. If you work in HR, talent, strategy or tech, this quick read tells you what leaders will prioritise — succession, people readiness and using AI — so you can get ahead of the asks (or the fires).

Context and relevance

This report matters because it ties together three big trends: economic uncertainty, a push for clearer strategy execution, and the convergence of talent and technology. Boards are increasingly focused on who will lead next and whether the workforce can adapt — which influences hiring, learning and succession programmes, plus investment in AI and digital skills. For HR and senior leaders, the findings signal likely shifts in oversight, reporting expectations and resource allocation during 2026.