What to Expect in 2026
This essay is part of our New Year's series on what to expect in 2026 and can be downloaded as one compiled PDF via the download form. Thank you!
By Ben Thornton, Founder and CEO of 5654 & Company
It’s all too easy to believe we’re in the doldrums. That our operating environments have become so challenged and complex that it’s hard to find a way forward. But we take the opposite view. That these are the moments when corporate affairs matters most to the businesses we serve. And that our role helping companies understand the world around them, separate the signal from the noise, and interpret this context to build support and unlock growth has never mattered more.
As our annual collection of essays shows, complexity and risk for companies is only set to grow next year. The backdrop is a stressed economy facing low growth and structural challenge. Public, consumers and colleagues who are anxious and often angry about the prospects for them, their families, communities and the country. A media landscape seeing both consolidation across traditional brands, and atomisation around them as the universe of blogs, podcasts, substacks and influencers continues to explode. Social media channels continuing to transform the way all our audiences consume information, and the way they are organised. And uncertainty in our politics and government showing no sign of abating as we enter a multi-party era and the patchwork of local representation accelerates.
But at times like these there are anchors which should give you confidence.
The fundamental role of corporate affairs is to help build the support companies need to thrive and deliver their strategies. Investors (equity and debt) supporting you over the long term. Colleagues willing to recommend you as a place to work, and defend you when challenge comes. Interest groups eager to partner and campaign with you. Government listening to your concerns and ideas, and cautious about making moves which could harm you. Media and influencers championing your progress. Communities eager to keep you and help you grow.
Our insights and experience show that especially during periods of pressure companies can take the initiative, find their winning ground and campaign from it to build the support they need. And that uncertainty creates an opportunity to lead, especially when it feels like no one else is.
Leadership requires you to find the most powerful points of connection between your commercial strategy and your audiences’ expectations. Discover the drivers of confidence and trust in your organisation. Create a powerful story which attracts support across your audiences. And then campaign with creativity and discipline across channels to reach them. Simple to say, harder to deliver – but the rewards are tangible. Support you can depend on to enable your commercial goals.
There is no time to wait. 2026 will be the year when political narratives and policy agendas begin to harden ahead of the next general election. Colleagues need support understanding what your commercial strategy means for their future and how you intend to participate in the AI transformation, manage the impact of climate change and energy needs. Growing cynicism means the public will be even quicker to punish those companies unable to communicate clearly and with empathy when the next cyber attack hits. And investors will become more active again as the cost of capital falls, and markets begin to move.
This is not just in the UK – this is a global phenomenon. Good corporate affairs can see the wider picture – the lessons that can be learned, the mistakes that can be avoided and the opportunity for businesses to contribute to a better future.
Those companies who lead with confidence can earn the support that will enable their commercial goals, deliver growth and help turn the tide on the challenges we all face.