How Canadian leaders can navigate uncertainty and AI

As Dr. Vivek Goel, President and Vice-Chancellor, University of Waterloo, and Richard Jardim, Senior Executive Vice President, CIO and CTO, Global Technology, Data, and AI, at CIBC noted in their opening remarks, the time for reacting to disruption alone has passed. To compete globally, Canadian organizations can build on a key strength: a culture of collaboration and adaptability.

For CIBC, from a technology and innovation perspective, this means continuing to invest in five core pillars: Data and Analytics, Cloud Migration, AI Automation, Cyber Resilience, and Talent Development. Leadership in 2026 will be defined by the ability to guide human ingenuity through these shifts, ensuring innovation remains rooted in real business needs, not technology for its own sake.

The narrative that many are noticing of Canadian productivity lacking against its global competitors was challenged by leaders like Linda Hasenfratz, CEO and Executive Chair, Linamar. In manufacturing, Canadian companies are leading in productivity by harnessing AI and automation while onshoring critical supply chain components. Current challenges also present opportunities for organizations ready to turn disruption into advantage.

Reclaiming that edge requires a mindset shift that pairs ambition with responsible risk-taking. As noted by Evan Solomon, the federal Minister of Artificial Intelligence and Digital Innovation, the shift toward a buy Canadian strategy is acting as a catalyst for domestic innovation. The opportunity is to move from reliance to sovereign resilience.

Scaling technology requires more than capital; it requires disciplined leadership. Orlando Bravo, Founder and Managing Partner at Thoma Bravo, emphasized that navigating market cycles demands attention to detail and a commitment to ownership. Strong leadership is a decisive variable in overcoming business challenges. Organizations also need to start small to demonstrate value, then scale with focus and speed.

As AI moves from experimentation to enterprise adoption, trust becomes the primary currency. Christina Kramer, Senior Executive Vice-President and Chief Administrative Officer, CIBC, noted that governance is not a blocker to innovation, it is the guardrail that enables responsible speed.

To scale effectively, leaders need to embed fairness, transparency and explainability into digital frameworks from day one. Sustainable transformation depends on clear communication, continuous learning, and building strong ecosystems.

Thank you to the leaders who shared practical lessons at Tech Horizons, and to our longstanding partners at WatSPEED and the University of Waterloo. The priority for 2026 is clear: move beyond resilience toward sovereign innovation. By grounding digital transformation in talent, trust, and Canadian collaboration, we can strengthen competitiveness and help shape Canada’s future.