Using Uncertainty to Drive Change by Dan Feely, TSI – Managing Partner
As we move through the first half of 2026, the global economic outlook is characterized by a “range of possibilities.” While global growth is projected to hold steady at around 3.2%, many organizations are navigating a slowing labor market and the pressure to realize meaningful productivity gains from AI adoption. Like many of you, we at TSI recognize the frustration of operating in an environment where interest rates remain high and trade tensions create persistent “policy uncertainty.”
The current conditions have facilitated a necessary analysis of the status quo. In 2026, we must question the validity of strategies and tactics that have seemingly worked for years but may no longer hold up against rapid technological compression and shifting workforce expectations. Is there a responsible way to use this period of uncertainty to improve—or clean up—practices within your organization?
At TSI, through our participation on boards and our deep work with clients, we have identified a number of pragmatic opportunities. As you will read, many experts suggest taking a “contrarian” approach: using this turmoil as a burning platform to drive needed organizational changes. Simply put, do not waste a period of volatility by failing to drive requisite change throughout your organization.
Based on our research and consulting practice, here are the changes we are seeing forward-thinking organizations prioritize in 2026:
DRIVE REVENUE – Now is the time for a sense of urgency. Move opportunities that have been lingering in the pipeline to “closed/won” status. Look for ways to expand your presence with existing clients who are looking for stable, trusted partners to help them navigate these bumps in the road.
REDUCE OPEX – Nearly every organization we see has unused or duplicate applications—often a “hangover” from rapid digital shifts. Now is the time to prune the application inventory, eliminate “Shadow IT,” and save unnecessary OPEX.
PROVE YOUR LOYALTY – Your most important employees, vendors, and customers need to know you are “in it for the long haul.” Use tailored communication strategies to reconnect and demonstrate that you are building a resilient future together.
MITIGATE RISK – Audit your AR aging reports and act now on accounts that are 90+ days old. In an era of discerning capital, liquidity and risk mitigation are paramount.
FINISH WHAT YOU START – What is your organization’s ratio of started projects to finished projects? Avoid “initiative fatigue” by implementing demonstrable change. Pick something small, visible, and achievable within 30 days. Give key project members the resources and dedicated time they need to cross the finish line.
ELIMINATE UNNECESSARY PRACTICES – Scrutinize the work being performed relative to the end results you need in 2026. If a manual spreadsheet or redundant data entry process doesn’t add value in an automated world, eliminate it.
UPGRADE TALENT & AI FLUENCY – As the labor market shifts, take advantage of the surplus in talent by hiring key personnel for your underperforming areas. Ensure your current team is building the “Power Skills” (empathy, judgment, and ethical reasoning) that AI cannot replicate.
EVALUATE INFRASTRUCTURE NEEDS – Proactively renegotiate real estate leases or cloud infrastructure contracts. As occupancy rates and digital costs stabilize into new patterns, organizations that move early are finding significant capital to reinvest.
In summary, when you consider the forces altering our view of “normalcy”—from market volatility to the rapid rise of agentic AI—many long-standing paradigms are no longer valid. Yet many organizations have not fundamentally evaluated how they operate. Regardless of whether you require an “outsider” to assist you, we suggest that now is the right time for your organization to do exactly that!
Click here to learn more about TSI’s services and how our team can help your organization thrive in the face of uncertainty.