Welcome to CEOs In The News, the elite weekly intelligence briefing for CEOs, boards, and senior executives. This publication delivers PhD-level, data-backed analysis and visuals on executive hiring and leadership shifts.

- The Editorial Team

The C-suite continues to see significant churn as companies navigate economic headwinds and strategic pivots. This week’s most notable moves signal a broader trend: boards are prioritizing proven leadership, often from outside, to steer their organizations through uncertainty. Key appointments at Textron, Asurion, and Citigroup underscore this theme, while a major shakeup at Baxter International highlights the consequences of underperformance.

Why it matters for CEOs: The current environment demands a proactive approach to talent management. The high rate of external hires, particularly for CEO roles, suggests that internal leadership pipelines are failing to produce ready-now successors. Boards are increasingly unwilling to risk unproven leaders, putting pressure on CHROs and CEOs to identify and develop the next generation of C-suite talent.

This week, Target announced a major corporate restructuring, eliminating 1,800 jobs ahead of its CEO transition in February 2026 [1]. This move, which disproportionately affects managers, is a clear signal that incoming CEO Michael Fiddelke intends to streamline operations and reverse recent performance declines. Similarly, UBS appointed a new COO, Beatriz Martin, to oversee the final stages of its integration of Credit Suisse, a move critical to realizing the full value of that landmark acquisition.

These shifts highlight a critical reality for today’s leaders: corporate strategy and human capital are inextricably linked. Major strategic initiatives, such as M&A or restructuring, often trigger leadership changes. The success of these initiatives hinges on having the right leaders in place to execute them.

Why it matters for CEOs: The data shows that CEO turnover is at an all-time high, with a record 2,221 exits in 2024 and Q1 2025 trending even higher [2]. This is not just a statistic; it is a reflection of the immense pressure on today’s leaders. The “Great Reshuffle” is not just about employees; it is happening in the C-suite as well. CEOs must be prepared for a volatile and demanding environment, where performance is scrutinized and tenure is shrinking.

The era of the long-serving CEO may be coming to an end. The average tenure of a departing S&P 500 CEO has fallen from 11.2 years in 2021 to just 8.3 years in 2024, according to Spencer Stuart [3]. This trend is even more pronounced in the consumer sector, where the average CEO tenure is a mere 7.1 years. This decline in tenure has profound implications for corporate strategy, succession planning, and board governance.

Historically, long-tenured CEOs like Jack Welch at GE were lauded for their ability to drive long-term value. However, the rapid pace of technological change and market disruption has made it increasingly difficult for any single leader to remain effective over a multi-decade span. The cautionary tale of Welch’s handpicked successor, Jeff Immelt, whose tenure was marked by a series of strategic missteps, serves as a stark reminder of the risks of a failed succession process [4].

In contrast, the successful turnaround of IBM under Lou Gerstner, an external hire, demonstrates the power of bringing in fresh perspectives to challenge entrenched orthodoxies. Gerstner’s success, followed by a smooth transition to his internally groomed successor, Sam Palmisano, offers a model for how to balance external and internal talent in succession planning [5].

Why it matters for CEOs: The shrinking tenure of CEOs means that leaders have less time to make an impact. This puts a premium on clarity of vision, decisiveness, and the ability to build a strong leadership team that can execute quickly. It also means that boards must be more vigilant than ever in their succession planning, ensuring that they have a robust pipeline of internal and external candidates who are ready to step into the top job.

The tragic story of Boeing’s 737 MAX is a case study in the catastrophic consequences of a failed corporate culture. The two crashes, which killed 346 people, were not the result of a single technical failure, but rather a series of leadership and governance breakdowns that prioritized profit over safety [6].

The company’s leadership, from former CEO Dennis Muilenburg to his successor David Calhoun, failed to heed warnings from whistleblowers and pushed to get the flawed aircraft to market. The financial consequences have been staggering: a $243.6 million fine, a required $455 million investment in safety programs, and a stock price that has fallen more than 60% from its peak [6].

Why it matters for CEOs: The Boeing case is a stark reminder that a CEO’s most important job is to foster a culture of integrity and accountability. When a company loses its way, the consequences can be devastating, not just for shareholders, but for customers, employees, and the public. The data on CEO succession sources shows that while internal promotions are still the most common path to the top, boards are increasingly looking outside for leaders who can bring about a necessary culture change.

Chief Executive Officer, [Prominent Tech Startup]: A well-funded AI startup is confidentially seeking a new CEO to scale the company and prepare for a potential IPO.

Rising Leaders: Keep an eye on [Rising Star Executive], the current COO of a fast-growing cloud computing company. Their track record of operational excellence and strategic vision has them on the shortlist for several CEO roles.

Why it matters for CEOs: The increasing number of women in leadership roles is a positive trend, but there is still a long way to go. The fact that women still only represent 16% of new CEO appointments highlights the need for a more intentional and systematic approach to developing and promoting women leaders [3].

The C-suite is in a state of flux. The old certainties are gone, replaced by a new reality of shorter tenures, higher turnover, and intense scrutiny. The leaders who will succeed in this environment are those who are adaptable, resilient, and relentlessly focused on execution. The boards that will succeed are those that treat succession planning not as a periodic exercise, but as a strategic imperative.