A MARKET RESEARCH STUDY FOR THE 18 TH EDITION OF
THE NEW STRATEGIC DRIVERS
A MARKET RESEARCH STUDY CONDUCTED BY
THE NEW STRATEGIC DRIVERS
Leadership, talent, and strategic agility are at the heart of future organizational priorities. This is the starting point for the results of the study “The New Strategic Drivers”, conducted by QSP – Marketing Management & Research, which anticipates the key themes of the 18 th edition of the QSP SUMMIT , taking place from July 1–3, 2025 , in Porto and Matosinhos.
Based on responses from professionals across different sectors and hierarchical levels, the study outlines the most urgent axes of organizational transformation: talent, technology, culture, and agility.
More information on www.qspsummit.pt .
STATUS
Study conducted through online surveys with professionals from various industry segments and roles, between April 23 and May 20, 2025. A total sample of 168 valid responses was collected, with an associated margin of error of 7,56%, at a 95% confidence level, assuming maximum variability.
LEADERSHIP IN TRANSITION AND FUTURE DRIVERS
Leadership emerges as one of the key pressure points. The need for transformation is widely acknowledged: 89,3% of respondents believe that the new strategic drivers require new leadership profiles - an opinion that spans diverse professional contexts. This perception is especially strong among employees (93,8%) and self-employed workers/freelancers (100%). Among business owners and shareholders, there is a wider range of views regarding the urgency of this shift.
Beyond the consensus on the need for new leadership profiles, there is a critical view of the readiness of current leadership: 59,5% consider that most leaders are unprepared to face emerging challenges, while only 0,6% believe they are truly ready.
ARE LEADERS PREPARED TO FACE THE NEW STRATEGIC CHALLENGES?
LEADERSHIP IN TRANSITION AND FUTURE DRIVERS
The most relevant strategic drivers for the future of organizations are talent and skills management (51,8%), artificial intelligence and automation (47%) and digital transformation (36,9%) . Organizational culture, innovation, ethics, and transparency are also seen as key priorities. Topics such as diversity and inclusion, while relevant, are less frequently cited.
WHICH OF THE FOLLOWING ARE THE MOST RELEVANT NEW STRATEGIC DRIVERS FOR THE FUTURE OF ORGANIZATIONS?
HOW TO RESPOND: TRAINING, EXPERIMENTATION CULTURE AND AGILE GOVERNANCE
To address these new challenges, professionals emphasize the development of more human and adaptive leadership, enhanced continuous training, and the promotion of a culture of experimentation. Agile governance models, strategic alliances, and R&D investment are also valued as key strategies.
WHICH APPROACHES ARE MOST EFFECTIVE IN EXPLORING NEW STRATEGIC DRIVERS?
HOW TO RESPOND: TRAINING, EXPERIMENTATION CULTURE AND AGILE GOVERNANCE
However, only 10,7% of companies report having a strategy highly adaptable to changes A quarter (25,6%) acknowledge real difficulties in adapting, and 10,1% do not even have a formal strategy in place. Digital maturity emerges as a key factor: more advanced companies in this area also tend to be more agile and resilient.
DO YOU BELIEVE YOUR COMPANY’S BUSINESS STRATEGY IS ADAPTABLE TO RAPID CHANGES?
WE DO NOT HAVE A FORMALIZED STRATEGY
Organizations are at different stages of digital maturity, and this evolution is significantly influenced by their size. Data shows that companies with over 250 employees tend to be more advanced in their digital transformation : 42,9% are in a transition phase, while 41,1% report having already implemented changes, although still undergoing adjustments. In contrast, smaller organizations (with less than 10 employees) are more frequently in early stages (51,9%) or report having no applicable strategy (28,6%).
IN TERMS OF DIGITAL TRANSFORMATION, WHERE WOULD YOU PLACE YOUR ORGANIZATION?
CULTURE AND PEOPLE REMAIN AT THE CORE
Culturally, the most cited values are customer focus (47,6%), results orientation (38,1%) and excellence and quality (37,5%) . Collaboration, ethics, and innovation are also frequently mentioned, highlighting a business culture focused on performance and value delivery.
WHICH CULTURAL VALUES BEST DEFINE YOUR ORGANIZATION?
CULTURE AND PEOPLE REMAIN AT THE CORE
In people management, the main challenges identified are employee well-being and motivation (31%), talent retention (24,4%) and skills development (18,5%) WHAT IS THE BIGGEST CURRENT CHALLENGE IN PEOPLE MANAGEMENT?
CRITICAL SKILLS FOR THE FUTURE
The most valued skills for the future include critical thinking and problem solving (57,1%), adaptability (39,9%), ability to work with AI and data (38,7%), emotional intelligence (37,5%) and digital literacy (35,1%) . These skills balance technical expertise with relational intelligence and are seen as essential to navigate growing complexity.
WHICH SKILLS DO YOU CONSIDER MOST CRITICAL TO KEEP PACE WITH THE NEW STRATEGIC DRIVERS FOR THE FUTURE OF ORGANIZATIONS?
THE NEW STRATEGIC DRIVERS
“The results of this study reflect a clear awareness among organizations that leadership models, talent structures, and adaptability are critical competitive factors in a context of accelerated change. More than identifying trends, this work is intended as a strategic contribution to help companies reassess their priorities, align their internal cultures, and develop the right capabilities to lead the future with ambition, responsibility, and vision.
In a world where technology plays an increasingly central role, the focus must remain on people – on their adaptability, the development of critical skills, and the building of more agile, inclusive, and continuously learning organizational cultures. It is in this balance between technological innovation and human development that the sustainability of organizations in the near future largely lies.”
Pedro Carneiro - Head of Marketing Research @ QSP
A
MARKET RESEARCH BY
FOR THE 18 TH EDITION OF