Why Global Expansion Fails in Volatile Markets

International growth remains a priority, yet confidence among CEOs is weakening. According to PwC’s 2026 Global CEO Survey, only around 30% of CEOs are confident in their company’s revenue growth prospects over the next year, the lowest level in five years, with geopolitical uncertainty and rapid technological change cited as core challenges.

At the same time, separate global surveys show that more than half (58%) of CEOs feel pessimistic about the global economy, up sharply from the previous year, underlining how volatility is reshaping strategic priorities.

Despite abundant data access, strategic clarity remains elusive. A Gartner survey found that fewer than half of data and analytics leaders believe their teams deliver clear organisational value, underscoring the challenge many companies face in turning data into effective decision-making.

In this context, scaling internationally requires discipline rather than acceleration. In the Q&A below, Farhad Divecha, Group CEO, Accuracast, shares where companies go wrong when expanding across borders, how leaders should rethink growth in volatile markets, and what separates sustainable growth from costly overreach.

Q1. From your perspective, what is the biggest strategic mistake companies make when trying to scale internationally?

The most common mistake marketing leaders make is underestimating how long it actually takes to build brand awareness in a new market, and how much sustained investment that requires before sales follow. Many organisations treat international expansion as a short-term growth lever, when in reality it is a long-term brand and demand-building exercise.

Without sufficient time to establish trust, relevance and visibility in new markets, even strong products struggle to gain traction. Growth stalls, not because the opportunity doesn’t exist nor due to poor product-market fit, but because expectations around speed and conversion are misaligned with how markets really work.

Q2. How should CEOs rethink growth strategy at a time when markets feel more volatile and unpredictable than ever?

When companies succeed in one or two core markets, they often lose sight of what made that growth possible in the first place. Instead of replicating a disciplined approach, they attempt to scale too broadly, too quickly, without first proving demand.

In volatile conditions, the smarter strategy is often to start smaller. Identify a niche where the business has a clear “right to win”, establish momentum there, and then expand from a position of strength. Returning to fundamentals, building demand methodically and validating assumptions at each stage creates resilience when external conditions are uncertain.

Q3. In a data-saturated business environment, what should leaders focus on when deciding where to invest for long-term growth?

Access to data is no longer the challenge. Focus is.

Leaders need absolute clarity on their strategic objectives and the specific KPIs that directly support them. Too many organisations collect vast amounts of data without a clear view of which metrics genuinely drive growth. The result is noise, not insight.

Long-term value comes from cutting through that complexity, identifying the few indicators that matter most, and consistently improving performance against them.

Strategy should dictate data use, not the other way around.

Q4. Looking ahead, what leadership mindset will separate companies that grow sustainably from those that stall?

Adaptability and focus.

Markets will continue to shift, often unpredictably. Leaders who can adapt quickly while maintaining strategic discipline are far better positioned to navigate that change. Focus ensures that resources are deployed intentionally, rather than spread thinly across too many priorities.

Sustainable growth is rarely about chasing every opportunity. It is about knowing which ones to pursue, when to act, and when to say no.

Building Sustainable Growth in Volatile Markets

Sustainable international growth is rarely driven by speed alone. It is shaped by focus, disciplined execution and a clear understanding of where real demand exists. As markets become more volatile and competition intensifies, leaders who return to fundamentals, test assumptions carefully, and scale with intent are more likely to successfully protect long-term value.

For businesses operating in complex or highly regulated sectors, visibility and credibility play a critical role in that process. Working with a specialist international digital marketing agency that understands both digital performance and multi-market nuance can help organisations build demand systematically, rather than relying on short-term spikes or unsustainable acquisition tactics.

As Farhad Divecha makes clear, growth that lasts is not about chasing every opportunity. It is about making fewer decisions, better, and ensuring each step forward is grounded in strategy rather than urgency.