The Kestria Global Leadership Barometer 2026 identifies decision-making, leading change and people leadership among the most significant skills gaps within organisations. It also indicates that future leadership capability will increasingly depend on strategic judgement and the ability to guide people through change, particularly as AI becomes more prominent in the workplace. Building on these findings, Kestria interviewed senior executives from different markets about the capabilities leaders will need over the next five years, how organisations should develop them and which leadership capabilities are most frequently overlooked.
Which leadership skills will be most critical for business success over the next five years, and why?
Gianni Cossar, Managing Director & Legal Representative, NEURA Mobile Robots, draws on his experience leading businesses in Japan and across North Asia to explain that context, relationships and unspoken signals can be just as important as formally presented information. ‘Leadership is therefore not simply about having the right answer; it requires an understanding of people and situations, the ability to build trust and sufficient alignment to move the organisation forward.
I believe the most critical leadership capabilities over the next five years will be judgement, adaptability and the ability to mobilise people around change. AI will provide leaders with more information, analysis and recommendations than ever before, but access to information is not the same as knowing what matters. Leaders must decide which signals to trust, which risks to take and when to act despite incomplete or contradictory information. In this sense, AI will increase the value of human judgement.
Adaptability will also remain essential as markets, technologies and geopolitical conditions continue to evolve. Leaders must be able to learn, unlearn and adjust rapidly. Equally important is the ability to bring people with them. I have found this particularly critical when leading organisations in Japan, China and South Korea, where trust, alignment and different approaches to decision-making can determine whether a strategy gains organisational traction.
A leader may understand the technology and make the right strategic decision, but without organisational understanding, trust and ownership, transformation will remain theoretical. The most effective leaders will be those who can interpret complexity, exercise sound judgement and turn uncertainty into clear direction and collective action.’
Jean-Claude Beaudoin, an experienced pharmaceutical executive in Canada, agrees with Gianni that adaptability will be a critical leadership capability, noting that many senior leaders continue to rely on the habits and approaches that contributed to their success in the past. ‘Although these may remain valuable, they may not always be sufficient in a rapidly changing business environment. Markets, technology and customer expectations are evolving quickly, requiring leaders to reassess whether established methods remain effective. Future leaders must therefore adapt continuously, challenge their own assumptions and remain open to new ways of working. The ability to recognise when a familiar approach is no longer effective and adjust accordingly will be essential to navigating change successfully.’
Frédéric Bouckenhove, Chief Human Resources Officer at Fiducial, France, similarly recognises adaptability as essential, emphasising that future leaders must remain closely connected to their professional environment, adopt a 360-degree perspective and anticipate near-term developments. ‘This requires them to remain aware of changes within their professional environment and consider how these developments may affect their work. Secondly, the integration of AI into professional activities is expected to bring significant changes to the workplace. Although its precise effects cannot yet be determined, a major shift is anticipated. Leaders will therefore need to adapt the organisation of work with agility and manage the development of new competencies as these changes occur.’
How should organisations develop future leaders in an environment shaped by AI, disruption and constant change?
Jean-Claude Beaudoin advocates giving future leaders real ownership and exposure to different parts of the business, rather than preparing them solely for a specific role. ‘This broader experience enables them to learn through direct involvement and gain an understanding of responsibilities beyond a single position. Future leaders need opportunities to make decisions, take calculated risks and adapt to change. These practical experiences can help them build the confidence and adaptability required to assume greater responsibility.’
Frédéric Bouckenhove stresses the importance of exercising caution regarding dependence on AI. ‘Employees should therefore be educated on its appropriate use and understand the importance of reviewing its outputs carefully. Any information generated by AI should be validated and investigated further before it is accepted or used. This process is essential for identifying potential hallucinations, preventing reliance on inaccurate data and ensuring that AI-generated information is properly assessed.’
Gianni Cossar argues that leadership development must move beyond preparing talented individuals for progressively larger roles, with greater responsibility, larger teams and broader P&Ls. ‘While this remains valuable, it is no longer sufficient. AI, geopolitical disruption, new business models and shifting customer expectations are creating situations that traditional leadership programmes cannot anticipate. Organisations must therefore place greater emphasis on exposure, responsibility and experience rather than knowledge acquisition alone.
As AI makes knowledge increasingly accessible, the more valuable capabilities will be knowing which questions to ask, how to challenge an answer, how to connect conflicting information and how to make decisions. My experience across Europe and Asia, particularly in Japan and North Asia, has shown that an approach that succeeds in one market, organisation or culture may prove ineffective in another.
Future leaders should therefore gain early exposure to unfamiliar markets, cross-functional responsibilities, transformation projects and genuine ambiguity. They need opportunities to make meaningful decisions, accept accountability, learn from mistakes and adapt. Technology fluency will be essential, alongside curiosity, learning agility and intellectual humility. In a world where the playbook is constantly being rewritten, perhaps the most important capability is learning how to lead without one.’
What leadership capability do you believe organisations most often overlook today?
Frédéric Bouckenhove highlights the exceptionally high level of uncertainty experienced in recent years. ‘As a result, relying solely on past experience to anticipate future developments may no longer be sufficient. Instead, we must focus more closely on present conditions and developments, as these provide the clearest indication of what may be required next. By responding to today’s realities and strengthening our agility, we will be better prepared to manage the needs of tomorrow.’
Gianni Cossar observes that while most organisations are capable of developing strategies, the greater challenge lies in translating strategic intent into organisational action across different markets, customers and cultures. ‘At leadership level, execution requires alignment between strategy, people, culture, incentives and everyday decisions. Employees must understand the organisation’s ambition, believe in it and know how to act upon it.
My experience in Japan illustrates this distinction. International companies may assume that a successful global model can simply be transferred to a local organisation, but a globally sound strategy may still be locally ineffective. Leaders must therefore translate its intent into local customer expectations, competitive dynamics, distribution structures, decision-making processes and organisational culture without losing the underlying strategic objective.
AI will make analysis faster and strategy formulation easier, but it cannot automatically create alignment, trust, accountability or commitment. These remain leadership responsibilities. Ultimately, competitive advantage will belong to organisations whose leaders can translate strategy and technology into sustained organisational action.’
Jean-Claude Beaudoin focuses on the ability to lead people. ‘Technical and product knowledge remain important, but organisations sometimes underestimate the value of effective people leadership and building strong teams. Leaders should surround themselves with capable individuals who are willing to challenge the status quo and contribute different perspectives. Such individuals can encourage the organisation to reconsider established approaches, examine alternative viewpoints and identify opportunities for growth. Ultimately, strong teams play an essential role in helping an organisation develop and succeed.’
Conclusion
Taken together, these perspectives reinforce the findings of the Kestria Global Leadership Barometer 2026: effective leadership will increasingly depend not on technical knowledge alone, but on sound judgement, adaptability, people leadership and the ability to translate strategy into action. As AI and continued disruption reshape the workplace, organisations will need to develop leaders through practical experience, meaningful responsibility and exposure to unfamiliar situations. Leaders who can think critically, build trust and guide people through change will be better equipped to turn uncertainty into clear direction and sustained organisational action.
