The celebration of the 2026 World Cup represents an economic opportunity for Mexico of three billion dollars (mdd) , the arrival of more than five million international visitors, and a positive impact on infrastructure, technology, tourism, consumption and energy.

According to the study “World Cup 2026: economic opportunity for Mexico and its sports venues”, prepared by KPMG Mexico , previous World Cups have generated significant income: in 2018, Russia obtained approximately 5.4 billion dollars, while in Qatar 2022 the figure increased to 7.6 billion dollars, boosting sectors such as infrastructure and tourism.

“This highlights the fact that a World Cup can be an engine of economic development and improve the country brand of the host venue,” said Guillermo Goñi, partner of Integration and Separation Advisory at KPMG Mexico.

The specialist specified that other sectors related to the development of technology and smart solutions will become essential when managing the event, according to the standards required by the body in charge of regulating this sport, which will expand the opportunities for firms specializing in transportation systems, data analysis and security.

In the area of ​​consumption, the demand for local products and sporting goods will increase , creating fertile ground for establishing alliances in industries such as consumer goods and retail .

He believed that investments in sports and urban infrastructure would yield benefits extending far beyond the matches themselves . However, behind the activity at sports venues, airports, hotels, restaurants, and entertainment centers, electricity will be essential to maintain the lighting, climate control, security systems, broadcasts, digital payments, communications, and services used by both visitors and residents during this period of high activity.

He explained that data from the National Commission for the Efficient Use of Energy (Conuee) indicates that electricity represents 27% of residential consumption in Mexico, primarily due to the use of refrigerators, televisions, and air conditioning units. In an event that mobilizes millions of people and captures the attention of audiences both within and outside the country, any interruption in the power supply could affect commercial activities, services, and the experience of those following each match .

Fernando Velasco, general director of Generac Mexico , stressed that the challenge extends to practically all the spaces where activity around football will take place.

“This major sporting event will test Mexico’s energy capacity at all levels. It’s not just about the big stadiums, but about every field, sports venue, or space where football will be played,” he emphasized.

The significance of this international sporting event extends far beyond what happens on the field. According to KPMG, maintaining a reliable power supply will be crucial for sports venues, hotels, restaurants, and businesses to operate normally during those weeks.

Lighting, sound, security, climate control, and broadcasts all depend on uninterrupted power to function smoothly. A power outage not only affects the operation of a building, but can also impact the experience of thousands of people and the image of cities that will be under global scrutiny.

“The experience gained in this type of facility takes on special relevance with the arrival of a global event,” Velasco added.

The challenge, he indicated, will be even greater because this period of intense sporting activity will coincide with the rainy and hurricane season , a time when power outages tend to increase in various regions of the country. Having backup power will help keep operations running and protect both the investment and the experience of the attendees.

“Strengthening the continuity of operations, protecting the reputation of the venues and businesses, and having an energy infrastructure prepared to respond in critical moments will be key factors not only during the busiest weeks, but also for the development of the venues and activities that will continue to generate value in the coming years,” he concluded.

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With Mexico set to host another World Cup in just a few days, companies are already adjusting their business strategies, logistics operations, and customer service plans to take advantage of the economic impact the tournament will generate.

According to the 2026 World Football Survey conducted by KPMG among more than 300 executives in Mexico and Central America, 66% of respondents in Mexico expect the event to have a positive or very positive impact on their industry , while 56% of participants from Central America share that expectation.

During the presentation of the results, Rogelio Berlanga, Lead Partner of the Consumer Markets and Retail Industry at KPMG Mexico, highlighted that sectors such as hospitality, consumer goods and retail are among those that anticipate the greatest benefits, particularly in the host cities: Mexico City, Guadalajara and Monterrey.

“There are definitely some industries that will be more impacted by this World Cup, particularly in the host cities. Hospitality, consumer goods, and the retail sector are industries that particularly expect a mostly positive impact,” he said.

The main benefit expected by companies is an increase in sales. 48% of Mexican executives believe the World Cup will boost their revenue , while 35% expect it to strengthen their reputation and brand presence.

Likewise, 32% anticipate that the event will accelerate digital transformation processes through the incorporation of new technologies.

Berlanga explained that many organizations have already begun developing promotions, commercial alliances, and campaigns aimed at the markets of origin of the visitors who will arrive at the World Cup venues.

“Many clients are running promotions in other countries, visiting certain cities, hiring former soccer players to promote their brands, or creating product bundles that include a gift related to the World Cup,” he commented.

Beyond marketing, companies are also preparing to meet an increase in demand.

When asked about potential logistical challenges, Berlanga stated that several companies have begun to strengthen operational capabilities and make temporary hires to respond to the expected increase in consumption.

“Many businesses are also hiring temporary staff, precisely to ensure they have the necessary human resources to meet the expected demand in terms of consumption,” he explained.

The executive added that supermarket chains, stores, and consumer goods companies are already working on planning inventories, promotions, and product availability related to the tournament , from electronics to collectibles and mass-market consumer goods.

The study also reveals that Mexican companies are allocating significant resources to capitalize on the current situation. 37% of respondents reported investments of between one and 15 million pesos in marketing strategies related to the World Cup.

Furthermore, artificial intelligence is beginning to gain ground as a business tool. Seventeen percent of organizations in Mexico indicated that they are incorporating AI solutions into their strategies to capitalize on the event, while others are focusing on digital platforms, loyalty programs, and tools to improve the customer experience.

“Everyone is also betting on these types of strategies, seeking to develop generative artificial intelligence that allows them to somehow predict what consumer expectations are so that they can be prepared and meet these needs,” Berlanga noted.

42% of companies in Mexico plan to install screens in their facilities so that employees can follow the games; 37% will enable specific spaces to watch the matches and 26% will avoid scheduling meetings during the games of the Mexican national team.

For Rolando Williams, Audit Partner at KPMG Panama, the tournament represents an opportunity to strengthen employee commitment and enhance the company’s positioning.

“It’s an event that takes place every four years, and many companies try to use it to boost their brand,” he said.

When executives were asked what the top priorities should be for Mexico as a host country, reputation management and visitor experience ranked first with 35% of the responses.

This was followed by the quality of the tourism offer (20%) and sustainability initiatives (13%), reflecting the importance that service infrastructure, mobility and the overall experience of the millions of visitors expected during the tournament will have.

For KPMG specialists, the 2026 World Cup represents not only a sporting celebration, but also a test for supply chains, business operations, and the ability of companies to turn a global event into economic growth and brand positioning.

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During the presentation of the analysis, Ricardo Delfín , lead partner of Clients and Market at KPMG Mexico, highlighted that although reservations persist about global and national economic performance, almost 80% of the companies surveyed expect to grow in Mexico , and nearly half estimate sales increases of more than 6%, well above economic growth projections.

“Companies are learning to operate in an ambiguous and changing world. Disruption, complexity, and uncertainty are now part of the everyday language of senior management,” Delfín noted.

The study, which gathered the opinions of more than 500 C-level executives and key decision-makers , revealed that while there is less appetite for large physical expansions , such as new plants or greenfield projects (those developed entirely from scratch), there is a clear willingness to invest in digital transformation, innovation, automation, and artificial intelligence , with the aim of gaining operational resilience.

Tariff policies and the review of the United States-Mexico-Canada Agreement (USMCA) are emerging as key factors in strategic planning. Senior management acknowledges that changes in rules of origin and international trade have increased costs and created logistical challenges , leading companies to seek greater operational efficiency to absorb these impacts without fully passing them on to prices.

From the regulatory perspective, Susana Galán , Transfer Pricing partner at KPMG Mexico, emphasized that oversight remains active: 49% of companies have faced formal review processes , while the administrative burden and complexity of tax compliance are consolidating as the main “headaches” for senior management.

“Tax enforcement today begins long before an on-site audit. It starts with data analysis, CFDI (Digital Tax Receipts via the Internet) , electronic accounting, and foreign trade,” explained Galán, noting that 64% of executives already use technology to automate tax processes , although a lag persists that represents risks of non-compliance.

Talent, artificial intelligence, and emotional salary

Human talent management remains a strategic priority. Nearly 70% of companies plan to modify their workforce , reducing automatable positions and strengthening strategic areas such as sales, customer service, and high-value operations.

The study confirmed that artificial intelligence (AI) will not replace human talent , but rather those who fail to prepare to integrate it. In this context, emotional salary, work flexibility, career development plans, and technological training are gaining importance compared to traditional compensation schemes.

For his part, Gerardo Rojas , lead partner of Advisory at KPMG Mexico, highlighted that companies are leaving behind reactive innovation to survive and are moving towards strategies aimed at improving the customer experience, generating new revenue and developing business solutions .

Between 2% and 5% of revenue is the range of investment in innovation that senior management considers appropriate, with an emphasis on cloud, data analytics and AI , both for internal efficiencies and to strengthen customer relationships.

Risk management is evolving towards a more holistic approach, encompassing intangible risks such as loss of relevance, changes in consumer habits, and environmental, social, and governance (ESG) factors. Currently, 71% of companies already incorporate ESG criteria into their risk management , a trend that is expected to continue rising in light of future reporting obligations and increased scrutiny.

“The greatest risk may be complacency,” Rojas warned, emphasizing the importance of updating risk plans and conducting materiality analyses appropriate to the sector and size of each organization.

Mexico, resilient in the face of disruption

Despite global volatility, the study concluded that Mexico maintains key attributes for attracting investment: geographic location, competitive workforce, and economic openness. Meanwhile, the review of the USMCA could become a catalyst for strengthening regional value chains , once the rules of the game are defined.

In short, top management in Mexico faces 2026 with prudence, but also with a clear conviction: investing in innovation, talent and resilience is essential to grow in an environment of constant disruption .

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In an era of constant transformation, innovation has ceased to be an option and has become a requirement for survival.  This is one of the main conclusions of the report ” Innovation Panorama in Mexico and Central America 2025 ,” prepared by KPMG , a professional services firm specializing in auditing, tax, and consulting, based on a survey of more than 100 executives from companies across various sectors.

“The 20th century was the century of innovation, but the 21st century seems to have come to ridicule it. In just 25 years, we have seen technological disruption like never before. Companies understood, especially after the COVID-19 pandemic, that innovation is not just about reacting or surviving, but about staying relevant,” said Ricardo Delfín , leading partner of Clients and Markets for the Mexico and Central America Cluster at KPMG.

According to the report, 71 % of Mexican companies are already undergoing a digital transformation process , while 8% plan to begin it in less than a year.

This level of maturity is also reflected in technological priorities: Artificial Intelligence (AI), omnichannel models, and self-service platforms , which are leading strategies for redesigning products, services, and channels.

“Today, innovation is no longer a question of whether or not to do it, but rather when and how. Innovation cycles have become so short that they now change in a matter of months,” said Diego Bojórquez , Innovation Manager at KPMG Ignition Mexico.

Furthermore, 75 % of companies in Mexico will significantly change their products or services in the next three years , and of these, 72% will do so by incorporating new technologies.

Although Central America shares a similar vision of the importance of innovation, it still faces a slower adoption rate.

Only half of companies in that region are currently undergoing a digital transformation, although 16% plan to begin it soon.

“We recognize significant numerical differences. For example, in Central America, 52% plan to offer self-service platforms and 34% plan to focus on customer-centric models, higher figures than Mexico because they are just beginning this journey,” explained Luis Rivera , Consulting Partner at KPMG Costa Rica.

One of the key findings is the ambivalent role played by innovation culture.  In Mexico, 67% recognize it as a facilitator , but 28% of respondents also see it as a barrier.

In Central America, this contradiction is more pronounced, with 53% viewing it positively, but 44% identifying it as an obstacle.

“For innovation to flourish, employees must feel confident proposing ideas without fear of consequences. A culture of innovation requires committed leadership, adequate incentives, and dedicated spaces for innovation,” said Diego Bojórquez.

AI (generative and analytical), cloud, automation, and low-code are emerging as the most impactful technologies.  However, barriers persist, such as a lack of skills (36%) and limited access to emerging technologies (38%) are identified as the main challenges.

“Many companies fear the arrival of a disruptive technology that will push them out of the market. That’s why innovation becomes part of business DNA, a mechanism not only to grow, but also to avoid disappearing,” warned Ricardo Delfín.

According to KPMG, companies that fail to transform risk being left out of the game.  To achieve this, they must cultivate a strong culture of innovation, invest in emerging technologies, and foster an open mindset toward change.

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Mexico faces a growing shortage of qualified talent in the manufacturing sector , which could limit its ability to capitalize on the nearshoring boom , according to a press release issued by Fracttal.

In this regard, and according to a study by the firm D&M Abogados , it is estimated that, in the next three years, 71% of vacancies for middle management in the industry will not be able to be filled due to the lack of workers with technical skills.

This deficit, driven by the growing demand for specialized profiles in areas such as automation, robotics and industrial programming, is causing concern in a sector that is seeking to modernize its production processes.

The bulletin also explains that companies across the country are reporting greater difficulty in finding qualified personnel . In addition, a KPMG study indicates that 56% of companies faced talent shortages in the last year, particularly in locations with a high concentration of industries.

Christian Struve, CEO of Fracttal, highlighted the urgency of updating workforce capabilities.

“We cannot wait for the next generation to bring these new skills, otherwise we will have to usher in the era of relearning, especially in terms of technology,” Struve said.

The lack of skilled workers is seen as one of the biggest challenges for manufacturing in Mexico, as it puts a brake on growth in the industry.

In this regard, the statement issued by Fracttal highlights that training the current workforce and updating their technical knowledge is key for companies to compete at a regional level and operate the technologies that are being implemented in the plants.

The demand for these profiles far exceeds the supply , leading many companies to explore technological solutions such as artificial intelligence to optimize their operations. However, human capital training remains a fundamental element for the sector to continue advancing.

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Faced with a challenging supply chain landscape, where geopolitical tensions are putting increasing pressure on decision-makers, a KPMG study has highlighted that CEOs are increasingly less confident in the global economy.

According to the KPMG CEO Outlook 2024 , 72% of CEOs were optimistic about the economy, compared to 93% in the 2015 edition, the year the survey was first conducted.

The study also highlights that, given the complexities generated by various events around the world, as well as the variety of demands, 72% indicated that they feel pressured to maintain the prosperity of their business in the long term, above all they are concerned about the impact of supply chain interruptions and operational problems due to the growth of their businesses.

According to KPMG’s study, over the next three years, respondents’ top operational priorities will be advancing digitalization and connectivity across their business (18%), understanding and implementing generative artificial intelligence (AI) across the company and upskilling their workforce (13%); and executing ESG initiatives (13%).

In this sense, the survey also highlights that for CEOs technological innovation has also meant business disruption as one of the three main growth risks.

For this reason, 64% say they would invest in AI regardless of economic conditions, recognizing the need to take advantage of it for a challenging horizon, which does not mean a negative impact on the workforce , since 76% of managers indicated that this technology will not fundamentally reduce the number of jobs within their organizations, however, a certain adaptability is required in their staff.

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