The biggest risk of 2026 is not the economy, but the mindset of brands, warns Alê Vazz

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Ignoring trends such as consumer exhaustion, large-scale artificial intelligence, and the new test of corporate purpose could put companies on a path to obsolescence as early as 2026. The analysis comes from Legacy Strategist Alê Vazz, a Brazilian based in London who works with CEOs and founders on building long-term strategies.

According to Vazz, the greatest risk for the coming year is not economic growth or competitiveness, but a mindset that insists on repeating old patterns in a landscape that has changed radically.

“The danger of 2026 is not slower growth. It’s continuing to play the wrong game,” he says.

International reports already point to 2026 as a major inflection point for the global market, driven by a combination of factors such as consumer burnout, the rise of the so-called “joyconomy,” the real stress test of corporate purpose, the rapid advance of artificial intelligence, and increasing pressure for social and environmental impact. For the strategist, “more of the same” may become a serious strategic risk in the months ahead.

Five forces that will define corporate survival or obsolescence in 2026

Vazz highlights key forces that are already shaping decision-making within large corporations:

• Consumer exhaustion and the economy of small pleasures: widespread fatigue is driving demand for experiences with less noise and more meaning.

• Purpose under scrutiny: empty narratives will be quickly exposed and penalized.

• AI at scale: efficiency is no longer a differentiator but a baseline expectation; the real risk now is becoming an undifferentiated brand.

• ESG as a minimum requirement: no longer a competitive advantage, but a basic condition for survival.

• The search for significance: talent, investors, and consumers are demanding coherence and real impact.

The strategist warns that brands entering 2026 operating with a 2016 mindset will already be behind. “It’s not about being more visible. It’s about remaining relevant when the noise fades,” he notes.

Legacy as the new strategic axis

For Vazz, thinking in terms of legacy rather than purpose alone will be the dividing line between brands that endure and those that disappear.

“Legacy is the ultimate test of purpose. It’s asking whether, 20 years from now, we will feel pride or shame about what we built.”

He points out that leading companies are already moving in this direction, from the strategic use of AI to free up long-term thinking capacity, to concrete succession plans and decisions that sacrifice short-term gains to protect the future.

What CEOs and founders need to do now

Among the urgent actions highlighted by the specialist are:

• defining the desired impact for the next decade;

• aligning narrative, product, and operations;

• placing succession at the center of strategy;

• using AI to strengthen identity, not standardize it;

• reviewing decisions through a long-term lens.

About the specialist

Alê Vazz is a Legacy Strategist based in London, specializing in guiding Brazilian CEOs and founders in building lasting impact. With international experience in branding and positioning, he connects global trends to practical decisions, helping leaders transform success into significance. Known for his permanence-driven approach, Vazz works with companies committed to creating legacies that withstand economic cycles and shifting market trends.