Management Trends for 2026
January 5, 2026
The rules of the game in the business world are changing rapidly, with technologies that are disrupting conventional practices, skyrocketing societal expectations and supply chains that are no longer what they once were. In this environment, with so many things up in the air, leaders need to rethink their roles. But where do they start?
To provide insight into these transformations and support managers as they embrace cutting-edge practices, Executive Education HEC Montréal offers a wide range of training programs to help them unpack emerging trends and strengthen the skills they need to respond with agility. Executive Director Dominique Anglade and Academic Director Luciano Barin Cruz share their thoughts.
1. Understanding the benefits and risks of AI
Artificial intelligence is advancing at breakneck speed, but for many organizations it is a tool that remains underutilized. “AI will undoubtedly continue to be top of mind in 2026,” says Anglade. “We definitely want to help businesses gain a clearer understanding of the technology and use it wisely to enhance their productivity.” And AI is indeed an essential element in optimizing business processes.
But coming to terms with AI also means recognizing its limitations and risks, indicates Barin Cruz. “It’s important to hone your critical thinking, especially when it comes to learning how AI can improve human performance without replacing human workers.” Sharpening your ethical radar is key to a successful digital transition, a shift that we’ve been talking about for years but that, more than ever, requires in-depth knowledge and high-level skills to bring to fruition.
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2. Staying the course toward socioecological transformation
Although there have been some hiccoughs along the way of late, organizations are best advised to continue along the path to social and environmental sustainability, stress both experts. “Setting aside for a moment the pressures being exerted by the U.S., climate change is still happening, and the risks and opportunities it means for organizations are still there,” says Barin Cruz. Training is how leaders can stay on top of the various tools used to identify these risks and opportunities with clarity so they can make informed business decisions.
When times get tough, sensitive issues are likely to resurface. As Anglade points out, “Some choices will be forced upon us, whether they’re human, social or environmental in nature.” Which is why she’s a big believer in being ready to engage in difficult conversations. “Managers must have the right tools to deal with these situations,” she says. “That means creating brave spaces where people can talk openly about things that matter, regardless of their rung on the corporate ladder.”
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3. Rethinking your value chains
Value chains are also something we are talking about like never before. Barin Cruz points to the example of transportation electrification. “These changes are contingent on several technologies and rare earth elements mined by companies that often face public scrutiny for their environmental and social impacts.” There are multiple partners in any chain that need to be taken into consideration, and their practices have to be carefully reviewed.
This is a reminder of how vital it is to zero in on the geopolitical risks inherent in the supply chain by referring to the best possible sources of information and high-calibre analytical tools. These are absolute musts. Decisions like these have repercussions on business strategies as well as corporate social and environmental responsibility.
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4. Shaping thoughtful, caring leaders
Remaining sensitive to others and true to oneself is important in weathering any storm that may come your way. “In a society where everything is moving so fast, managers need to be good listeners, manage the aspirations of younger generations and keep everyone rowing in the same direction,” emphasizes Barin Cruz. The ability to think critically — to observe how you go about things and how you react to certain situations, and then to tweak your approach in line with the prevailing context and what you have learned — is crucial.
Oftentimes, people who get promoted to management-level positions are excellent professionals, but they might not have the experience required to guide a team. “The big difference when it comes to leaders is their ability to see the whole forest instead of just the individual trees right in front of them,” he says. “It requires a strategic mindset and the ability to be flexible and agile during discussions about which direction to take, which are deliberately planned out, as well as situations that pop up along the way that you have to course-correct for.” Experimenting is essential to learning. Moving forward and being innovative comes with making and accepting mistakes. These are all skills that can be taught, learned and fine-tuned.
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In short, all managers can benefit from broadening their skill sets, whatever the context. “Beyond trends, our overriding goal is to make sure managers have the tools they need to become the leaders they’ve always dreamed of being,” says Barin Cruz.
Dive deeper
For those looking to deepen their skills, reflect on their professional role, or explore new approaches to management, Executive Education HEC Montréal offers a rich and diverse range of programs. Whether you're an emerging manager or an experienced leader, you'll find training opportunities tailored to every stage of your professional journey.
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This article is taken from revue Gestion.