Why 2026 growth targets are at risk

1. Catering to an outdated ideal customer
2. Building portfolios without competitive edge
3. Mistaking brand architecture for internal order
4. Investing in AI for efficiency, not growth

Most companies know their ideal customer – but often based on yesterday’s growth. As markets shift, priorities change and new sources of demand emerge, the next wave of growth may come from customers the organization does not yet fully understand.

This creates a dangerous gap. The company keeps optimizing for the customer it knows, while the future customer quietly chooses someone else.

The symptoms are often subtle. Messaging still resonates internally, but not externally. Product development improves what already exists, instead of solving emerging needs. Commercial teams keep pursuing familiar segments, even when the strongest opportunities are appearing elsewhere.

Growth requires a more current view of demand. Who is becoming more valuable? Who is underserved? Who is reconsidering what they need, what they are willing to pay for and who they trust?

Companies do not miss growth only because they misunderstand the market. They miss growth because they keep serving the version of the market they understand best.

It’s often an uncomfortable truth, but most companies bring too much to the market. There are too many products, services, packages, tiers, tools, solutions, business areas… Internally, every part has a reason to exist, but from the customer’s point of view, the value is often hard to see. 

This problem is often unnoticeable in a good market, where there’s enough demand to go around. But in a tougher market, it becomes a growth issue. A competitive portfolio needs to be distinctly differentiated with sharply defined value and a clear reason to choose what competitors cannot easily copy.

To unlock fast growth, businesses also need to make smart and creative decisions about additions. What can be included that will prove edge, drive preference and loyalty, build community and brand ambassadors? 

The companies that grow in challenging markets are the ones that make it the clearest to customers why they should chose them over their competitors.

Brand architecture is often treated as a point of order. Which brand goes where? How should the hierarchy be? What should the guidelines say? But the question should not be whether the brand architecture is tidy – it should be whether it is helping the business grow.

Brand architecture determines how the business is understood, how new offers can scale and how acquisitions are integrated. It also shapes how innovation reaches the market and how customers navigate the total offer.

Companies that let internal structures shape the market-facing offer, rather than designing the system around customer choice and commercial opportunity, run into problems. They force new propositions into brands that cannot credibly stretch. They allow business units to create competing identities. They make acquisitions harder to understand. 

In a growth context, this creates friction. The business may have the right assets, but the market cannot make sense of them. 

A strong brand structure helps the company grow in all markets. It shows what should be connected, what should stand apart and how different parts of the business create value together.

AI is high on almost every leadership agenda. But in many companies, the focus is still too narrow. The dominant question is still: How can AI make us more efficient? How can it cut cost?

It is valid questions and gains that matter, especially in a challenging year. But no one, we dare say, has ever saved their way into a growth period. 

Many AI initiatives are still designed around internal productivity rather than customer value. They are often owned as technology projects rather than growth projects. Any customer-facing applications tend stop at generic chatbots or automated service flows. 

The bigger opportunity is to use AI to create experiences that are more useful, personal and valuable for customers. Customer experiences that help people make better decisions, find what they need faster, or get more relevant support. 

AI can make the customer experience better in ways that drive preference, loyalty and revenue. That will, in turn, make companies more efficient, but also more relevant.

Caution is understandable in difficult markets. But caution is not a poor growth strategy. Companies that wait too long to act risk weakening the very capabilities that future growth depends on. 

But it’s equality important not to do everything and anything. Businesses don’t need reckless optimism, rather an intentional kind of boldness.

Act on a sharper view of the future customer. Build a portfolio with clearer competitive value. Use brand architecture as a strategic growth tool. Apply AI where it can create better experiences. Make clear choices while others hesitate.