In 2026, the United States is making major changes to how it sets prescription drug prices. New rules allowing government negotiation with pharmaceutical companies are expected to bring down the cost of some expensive medications. While this benefits many Americans, the impact on Canada is more complicated. 

Both countries share much of the pharmaceutical supply chain, which means changes in one country affect the other. If drug companies expect to make less money in the U.S., they may delay launching certain drugs in Canada or limit how much supply they send here. At the same time, falling U.S. prices may drive more Americans to seek Canadian medications, increasing the risk of shortages at home. Ongoing uncertainty around a long-term trade deal, with tariffs still considered for select sectors, adds pressure. 

From a marketing and communications perspective, this situation demands clear, proactive messaging. Organisations will need to clearly explain pricing, supply challenges, and policy impacts in a way that builds trust with patients, healthcare providers, stakeholders and policymakers. Preparing simple, transparent messages, monitoring public concerns, and responding quickly will be critical for pharmaceutical companies—and their many partners—on both sides of the border throughout 2026.

A new wave of investors is reshaping capital markets. Empowered by zero-commission trading apps, fractional shares, and a stream of online content, individuals are taking control of their portfolios and their narratives. From Reddit threads to TikTok explainers, they share insights, challenge institutions, and move markets instantly.

This shift is pushing wealth managers and the broader financial industry to rethink what “value” really means. Clients want more than stock picks; they seek guidance that fits their lives, goals, and what they care about. The focus is moving away from performance metrics and toward education, context, and genuine partnership.

Public companies feel the pressure too. As retail ownership grows, corporate storytelling must reach beyond analysts and institutional investors. Nowadays, earnings updates, strategy notes, and executive messaging must be clearer, more relatable, and delivered on the platforms where people actually spend their time. The conversation around value creation is no longer confined to boardrooms; it’s unfolding in comment threads, podcasts, and livestreams reaching millions.

In 2026, successful investor communication will focus on clarity without condescension, explanation over promotion, and meeting self-directed investors on their terms. That means more transparency, more humanity, and a greater willingness to engage—not just broadcast.

This year, Montreal is establishing itself as a city where sport is a driving force for reputation, attractiveness, and social cohesion. At NATIONAL, the mandates carried out in recent years with the Montreal Canadiens, the 2024 Presidents Cup, CF Montréal, Tennis Canada and others reveal an undeniable reality: sport occupies a strategic place in the business community and public life of the city.

In an anxious and fragmented global context, Montreal has an asset: its ability to bring people together through sport. Professional and amateur events create a space for positive emotions, collective pride and citizen engagement. Few cities can boast such a rich, inclusive sporting culture that is so deeply rooted in their identity.

Since it remains unlikely that Montreal will welcome new major teams, it is crucial to consolidate existing organisations and attract new ones. The city must focus on a strategy of singular but high-profile events: international competitions, annual championships, specialised gatherings, winter or summer activities that showcase Montreal’s potential.

Each event acts as a calling card that amplifies the city’s reach and influence. Increasing their number will not only boost the local economy but also generate the positive momentum that Montreal needs.