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1、Route to the Top2022The group of CEOs appointed between July 1,2021,and June 30,2022,included the highest share of first-time CEOs in three years,suggesting that boards may be more open to taking a risk for the right experience.CEO&Board PracticeAbout the reportThis years Route to the Top draws on a
2、n analysis of the profiles of the 1,169 CEOs at the largest companies in 25 markets.The data reflects the CEOs as of August 14,2022.The date of analysis is September 10,2022.Australia and New Zealand(ASX 100&NZSX 10),Belgium(BEL 20),Brazil(B3),Canada(TSX 60),Denmark(OMX Copenhagen 25),Finland(OMX He
3、lsinki 25),France(CAC 40),Germany(DAX&MDAX),Hong Kong(Hang Seng),Ireland(ISEQ Overall),Italy(FTSE MIB),Kenya(NSE Top 40),Mexico(BMV),the Netherlands(AEX),Norway(OBX),Portugal(PSI 20),Saudi Arabia(Tadawul),Singapore(STI 30),South Africa(JSE Top 40),Spain(IBEX 35),Sweden(OMX Stockholm 30),Switzerland(
4、SMI Expanded),the United Arab Emirates(ADX&DFM),the United Kingdom(FTSE 100),and the United States(Fortune 100)are included in this report.Thanks to the following Heidrick&Struggles colleagues for their contributions to this report:Alice BreedenLondonBonnie GwinNew YorkJeremy HansonChicagoDavid HuiH
5、ong KongJeffrey SandersNew YorkClaire SkinnerLondonLyndon TaylorChicagoIntroduction4Five on-ramps to the route to the top13Looking forward15CEO appointment trends7Global snapshot6Welcome to Route to the Top 2022HEIDRICK&STRUGGLES3 IntroductionThe relentless events of the past two and a half years ha
6、ve delivered shock after shock to companies around the world.Leaders and companies have had to manage the impact of the ongoing COVID-19 pandemic,increased global calls for social and racial justice,and increased regulatory disclosure requirements related to sustainability.And the war in Ukraine con
7、tinues to evolve in an unpredictable manner,with tragic outcomes for people and myriad impacts on economies and business.As trust in governments is eroding,companies and their leaders are expected more than ever to step into a role in solving societal issues.In an environment of increased uncertaint
8、y,in which more stakeholders are demanding influence and many societies are becoming increasingly polarized,more is at stake.In the vacuum of political leadership and volatility across many countries,more is expected from CEOs in particular as the ultimate representatives of both their companies and
9、 the business sector in general.CEOs in most markets are expected to speak on behalf of their companies on any issue.There is no doubt that the effects of the events of the past several years are playing a major role in trends both positive,such as diversity initiatives,and negative,such as the grow
10、ing workforce fatigue,as well as a wide range of other challenges companies face,from climate change to economic volatility.But,as the role of the chief executive becomes more complex and demanding and requires more resilience,it could become less appealingeven for seasoned executives.1 We saw a slo
11、wdown over the past two years in the rates of CEO appointments in all but 4 of the 25 markets we have been tracking.We saw a slowdown over the past two years in the rates of CEO appointments in all but 4 of the 25 markets we have been tracking.1 A new Deloitte study found that almost 70%of C-suite e
12、xecutives surveyed are considering leaving their jobs for a role that better supports their well-being.See Steve Hatfield,Jen Fisher,and Paul Silverglate,“The C-suites role in wellbeing,”Deloitte,June 22,2022,.ROUTE TO THE TOP 20224 However,one-third of the companies in our study have appointed a ne
13、w CEO since January 1,2020,which underscores the continued need for change even in the midst of volatility.Our research shows that the newer cohorts of CEOs,those appointed over the past three years,are bringing more diversity and fresh perspectives into the role and shifting the needle on the overa
14、ll profile of the CEOs in our study.For this report,we also looked in detail at the backgrounds of all of todays sitting CEOs.We sorted them by the level at which they entered the company of which they became CEO,and we found five points of entry,or“on-ramps”:those who joined their company as the CE
15、O or from the board of directors;those who founded their company,those who joined their company as the CEO,those who joined the company as a direct report to the CEO,those who joined as another senior leader,and those who have a long tenure at their company.These five groups bring different mixes of
16、 expertise to the table,and we hope providing this perspective will help boards and CEOs shape their CEO succession planning efforts to meet their current,and future,needs,whether they are planning for a near-or long-term succession.Our research shows that the newer cohorts of CEOs,those appointed o
17、ver the past three years,are bringing more diversity and fresh perspectives into the role and shifting the needle on the overall profile of the CEOs in our study.Key findingsOverall,the rate of appointments held relatively steady in the period between July 1,2021,and June 30,2022,compared to the pre
18、vious year:there were 140 appointments in the 20212022 period,compared to 145 in the same period between 2020 and 2021.This is noticeably down,however,compared to two years ago in most of the markets we study.There was also a lower share of new CEOs with prior C-suite experience:71%this year,compare
19、d to 83%in the previous year,suggesting boards are also broadening their understanding of what backgrounds create great CEOs.There was slow but steady progress on the gender balance:13%of new CEO appointments were women,compared to 11%in 2021 and 9%in 2020,suggesting that more boards are seeking div
20、erse voices and fresher sets of experiences.There was a shift toward appointing CEOs internally:64%were internal appointments in the period ending this summer,compared to 61%in the prior period,suggesting a heavier reliance on internal succession planning processes and a focus on developing talent t
21、o reduce uncertainty.The group of incoming CEOs included the highest share of first-time CEOs in three years:69%,compared to 48%in 2021 and 50%in 2020,suggesting that boards may be more open to taking a risk for the right experience.520202164%50%48%69%20202021202213%HEIDRICK&STRUGGLES5 Ap
22、pointed before age 45New appointmentsAverage time to appointmentAverage tenure(years)Appointment type(%)Average age at appointmentAverage age25%14%975057FounderExternalInternal64324Prior C-suite experience(%)CEOCOOCFOOther C-suite experience40202217(appointed July 1,2021,or later)(years)DiversityEdu
23、cationAppointment typePrior C-suite experienceC-suite experience(%)7426No prior C-suite experienceHas prior C-suite experienceGlobal snapshot:All current CEOsAdvanced degreeMBA62%33%GenderNon-nationalsCross-border experienceCross-sector experience26%36%29%7%womenShare of CEOs who sat on their compan
24、ys board prior to becoming CEO(%)553212NoYesN/ANote:Numbers may not sum to 100%due to rounding.ROUTE TO THE TOP 20226 CEO appointment trendsThe rate of CEO appointments held steady,but with significant differences from market to market Overall,the rate of appointments held relatively steady in the p
25、eriod July 1,2021,to June 30,2022,compared to the previous year:140 compared to 145.These figures are,however,higher than pre-COVID years,following a marked slowdown in 2020.Also,there are significant differences from country to country,with most showing a larger slowdown:out of the 25 markets we st
26、udy,only 4 made more appointments in this years report,compared to our last report.HEIDRICK&STRUGGLES7 Number of CEO appointments,20008785H1H2H1H2H22July 2021June 2022+140July 2020June 2021+145Out of the 25 markets we include,only 4 made more appointments this time than in our
27、last report.CEO appointment trends,by market,20202022MarketNumber of companies202020212022Australia/New Zealand104131614Belgium20115Brazil 786137Canada 607510Denmark 24342Finland25632France40494Germany 90141610Hong Kong6981013Ireland 30122Italy 40456Kenya40New country 20227Mexico42011Netherlands2563
28、2Norway 25New country 20226Portugal 15331Saudi Arabia 30New country 20226Singapore30133South Africa 40576Spain35364Sweden29620Switzerland 47865United Arab Emirates404106United Kingdom100141211United States10014138Increased number of appointmentsDecreased number of appointmentsROUTE TO THE TOP 20228
29、More CEOs appointed internally As the levels of uncertainty and volatility grow every day,many boards and companies are looking at people they know well and who know the company well for their incoming CEOs.This also suggests a heavier reliance onand confidence inleadership development to reduce unc
30、ertainty.There are significant differences among regions when it comes to the type of appointment,with North American companies making 78%of their CEO appointments internally,while Middle Eastern and African companies rely to a lesser extent on their internal talent pool,with 56%and 54%,respectively
31、,of their current CEOs having been promoted internally.More first-time CEOs In the face of increased expectations of the person in the top role,many boards are changing their criteria for the backgrounds and experiences of their new CEOs,even when they draw candidates from their own ranks.The CEOs a
32、ppointed over the past 12 months,for example,included a significantly higher share of first-time CEOs compared to the groups from the previous two years.New CEO appointments(%)New CEO appointments:First-time CEOs,20202022(%)Appointment type,by region,2022202020212022AfricaAsia PacificEuropeLatin Ame
33、ricaMiddle EastNorth America36 35 4 17 5 646615466InternalExternalFounder3931Appointment type,20202022504869202020212022HEIDRICK&STRUGGLES9 An increase in the share of all CEOs with more varied C-suite experience The backgrounds of the newest appointees are different enough fro
34、m their longer-serving peers that the overall balance of experience for all CEOs has shifted.The latest cohort brings in both more diverse C-suite experiences(experiences other than the traditional CEO or CFO experience)and backgrounds that do not include C-suite experience and instead more frequent
35、ly include roles such as head of division,regional leader,executive vice president,general manager,and managing director.2022 202120202020 20212022No prior C-suite experience2020Has prior C-suite experience20212022New CEOs:C-suite experience(%)Type of prior C-suite experience,all CEOs,20202022(%)C-s
36、uite experienceType of C-suite experience,by yearCEOCFOCOOOther C-suite experienceCEOCFOCOOOther C-suite experienceNo C-suite experience75042831142124ROUTE TO THE TOP 202210 472763628393663024952821Small but steady gains for gender di
37、versity and a wider range of other fresh perspectives One of the key challenges boards have to manage when choosing CEOs is that there are more stakeholders demanding access,influence,and wider representation on leadership teamsseeing the CEO as the key indicator of progress,or lack thereof.We see s
38、low but steady progress on the share of women becoming CEOs,as well as on the diversity brought by CEOs of a nationality other than their companys home country and those with cross-sector experience.Over the past three years,the needle has moved with each incoming group of CEOs.Thirteen percent of t
39、he CEOs appointed in the period between July 1,2021,and June 30,2022,were women,compared to 11%in 2021 and 9%in 2020;out of 18 women CEOs appointed in this reports period,7 are based in Europe,6 in Asia Pacific,3 in Africa,and 2 in North America.CEOCFOOther C-suite experienceCOONo C-suite experience
40、However,differences persist by region.2022 202120202022 20212020WomenNon-nationalsCross-border experienceWomenNon-nationalsCross-border experienceCross-sector experienceDiversity of new CEOs,20202022(%)Demographics,all CEOs,20202022(%)Prior C-suite experience of all CEOs,by region(%)27631
41、720242711North AmericaEuropeMiddle EastAsia PacificLatin AmericaAfricaHEIDRICK&STRUGGLES11 Its also notable that the backgrounds of the women who are new CEOs are very similar to that of the new CEOs who are men,aside from the fact that the women slightly more often
42、have prior experience on their current boards and less often any C-suite experience.These similarities could mean that as boards cast nets more widely,women are now more often being evaluated on the same terms as men for CEO positions;that the female talent pool is maturing or that boards are less p
43、rone to mitigate perceived risks by requiring additional qualifications from women.There are significant regional differences in these areas too,however,with African markets leading on the gender balance and Latin American and Middle Eastern markets trailing.Asia Pacifics markets have the largest sh
44、are of CEOs who are non-nationals,and the Middle East has the highest share of CEOs with cross-border experience.When it comes to cross-sector experience,African companies lead the field,and North American companies rank last.New CEOs:C-suite roles over their career,women compared to men(%)CEOCOOCFO
45、Other C-suite experienceNo C-suite ExperienceBoard experienceWomenMen402206392943429782718Africa Asia PacificEuropeLatin AmericaMiddle EastNorth AmericaWomenNon-nationalsCross-border experienceCross-sector experienceDiversity,by region,all CEOs(%)32Its not
46、able that the backgrounds of the women who are new CEOs are very similar to the new CEOs that are men.ROUTE TO THE TOP 202212 This year,we sorted the CEOs by the level at which they entered their company.These five groups bring different mixes of expertise to the table,and we hope this perspective w
47、ill help boards and CEOs shape their CEO succession planning efforts to meet their current,and future,needs,whether they are planning for a near-or long-term succession.These five points of entry,or the“on-ramps,”include:Five on-ramps to the route to the topAverage age at appointmentAverage time to
48、appointment(years)Average tenure(years)5116Straight to CEOThose who joined their company as:CEO CEO designee Member of the board34%Average age at appointmentAverage age at appointmentAverage time to appointment(years)Average time to appointment(years)Average tenure(years)Average tenure(years)5250266
49、56Long tenuredThose who joined their company as:Manager Analyst/associate InternDirect report to the CEOThose who joined their company as:Executive director C-suite executive Head of division Executive vice president or senior vice presidentAverage age at appointmentAverage time to appointment(years
50、)Average tenure(years)36319FounderThose who founded their company4%18%25%Average age at appointmentAverage time to appointment(years)Average tenure(years)48137Other senior leaderThose who joined their company as:Vice president Director Senior manager Function leader16%HEIDRICK&STRUGGLES13 Head of di
51、vision CEO COO Global function leader Regional CEO or leaderMany companies focus on bringing an external CEO straight into the role or hiring someone as a direct report to the CEO as part of their succession planning.But this analysis suggests that other approaches can potentially lead to more succe
52、ssful outcomes.For example,on one of the metrics of success over time,tenure as CEO,CEOs who were originally brought into the company two levels below the CEO have the longest tenure compared to all other CEOs,except founders.In contrast,CEOs who had spent 90%or more of their career in their compani
53、es have the shortest tenures.The larger share of internal appointments suggests that more companies are focusing on their internal succession planning.One might assume that the majority of CEOs,or at least new ones,rose up through the ranks of their companies to develop into the leaders they are tod
54、aybut that assumption is incorrect.Excluding founders,only 18%of the CEOs in our study are long tenured,which we define as having spent more than 90%of their career in their current company.In other words,for most CEOs,their current companies shaped them into senior leaders,but their early developme
55、nt happened elsewhere.When looking at gender diversity,the group of people appointed directly into the CEO role has the highest share of women,at 10%.This suggests that many companies are still struggling to develop gender-diverse talent pools for succession planning.(There are no female founders in
56、 our study.)There are different succession patterns for each group:for example,while 38%of those hired straight into the CEO role had been a CEO before,the head of division is a much more common route for internal appointments.CEO Head of division General manager/managing director Global function le
57、ader Regional leader Head of division CFO COO Executive vice president/senior vice president Other C-suite Head of division COO CFO Global function leader Deputy CEO Head of division Regional CEO or leader Global function leader CFO Executive vice president/senior vice president CEO Global function
58、role Founder General manager/managing director COO CEO Founder Other C-suite Regional CEO or leader Head of division COO Regional leader Global function leader President CFO Head of division Global function leader Regional CEO or leader COO Other C-suite CEO Head of division Regional leader Global f
59、unction leader General manager/managing directorPrior experience of all CEOs,by level of entry(%)Straight to CEODirect report to the CEOOther senior leaderLong tenuredFounder3822423982422767877666207312015Previous rolePrevious role 1%ROUTE TO THE TOP 20221
60、4 Looking forward The CEO today needs more than ever to be ready for anything,from dealing with crises to empowering employees to navigating the changing expectations of boards and a growing range of other stakeholders.We have seen a small but increasing number of boards looking at CEO succession th
61、rough the lens of strategy and scenario planning,putting in place multiple contingencies for different contexts and time horizons,from CEOs who will retire in the role at a planned time to a number of emergency CEO succession options.By viewing CEO succession as a living mechanism that continuously
62、assesses potential candidates for the top role,these boards are giving themselves the best chance of success.In that context,understanding the different characteristics and routes to the top for executives who start at the company at different times gives boards another lens to understand their opti
63、ons.Because the majority of CEOs were promoted internally,albeit at different stages of their careers,leadership development should be seen as a key instrument in shaping and retaining the necessary leaders.However,other research we have conducted shows that among executives not in human resources,o
64、nly 16%consider their company to be industry leading or world class at placing people at the executive level,and only 14%think that their companys executive learning and development programs and succession planning efforts are mostly or entirely connected.Among HR leaders,less than a third say their
65、 companys leadership development programs are mostly or entirely connected to their succession planning processes.2 This suggests that many companies have a long way to go in integrating these efforts.Furthermore,we believe that integration should extend all the way to the boards work in defining Be
66、cause the majority of CEOs were promoted internally,albeit at different stages of their careers,leadership development should be seen as a key instrument in shaping and retaining the necessary leaders.2 Analysis of proprietary data from a survey of 101 human resources executives and 150 executives i
67、n other functions conducted in the summer of 2022.HEIDRICK&STRUGGLES15 CEO roles for various future scenarioswhich of course differ significantly by industry and region,despite the fact that global companies face many similar pressuresas well as ensuring the company has processes to build the necess
68、ary capabilities for each.We believe that integration should start by driving CEO succession planning deeper into the organization.Our analysis suggests that boards that dive at least to the pool of executives two levels below the C-suiteand ensure that that pool includes people with the right mix o
69、f experience,capabilities,and perspectiveswill develop a larger internal group of strong potential leaders.These findings also highlight the importance of early talent detection systems.These efforts will work best when they are complemented by tailored leadership development,transition,and onboardi
70、ng for each CEO and potential CEO.A clear set of career paths may also ensure that home-grown potential candidates will be more motivated to stay with their companies.When boards bring CEOs straight into the role,their focus should be on using onboarding in the most effective way to allow the new CE
71、O to learn very quickly how the organization works,as well as to build networks and teams to complement his or her particular mix of expertise and capabilities.And as more companies seek to become more global,many will need to reconsider regional traditions in CEO hiring and succession planning.In e
72、ssence,we hope boards will use these findings to help them understand the advantages and disadvantages of every route their new CEO may emerge from as they assess their options.ROUTE TO THE TOP 202216 CEO&Board PracticeHeidrick&Struggles CEO&Board Practice has been built on our ability to execute to
73、p-level assignments and counsel CEOs and board members on the complex issues directly affecting their businesses.We pride ourselves on being our clients most trusted advisor and offer an integrated suite of services to help manage these challenges and their leadership assets.This ranges from the acq
74、uisition of talent through executive search to providing counsel in areas that include succession planning,executive and board assessment,and board effectiveness reviews.Our CEO&Board Practice leverages our most accomplished search and leadership consulting professionals globally who understand the
75、ever-transforming nature of leadership.This expertise,combined with in-depth industry,sector,and regional knowledge;differentiated research capabilities;and intellectual capital,enables us to provide sound global coverage for our clients.Leaders of Heidrick&Struggles CEO&Board PracticeBonnie Gwin Ne
76、w YLyndon A.Taylor CCarlos Vazquez Mexico City Jeffrey Sanders New YNancie Lataille T Paulo Mendes MAlice Breeden London Kit Bingham London Lukasz Kiniewicz Warsaw Tobias Petri Copenhagen Wolfgang Schmidt-Soelch Zurich Sylvain Dhenin Paris Marie-Hlne De Coster Benelux Imke Lampe Amsterdam Nicolas vo
77、n Rosty Munich Luis Urbano Madrid Stafford Bagot Dublin Patrik Hammar Stockholm Veronique Parkin Johannesburg Tuomo Salonen Helsinki Flavio Zollo Milan Guy Farrow SAya Iinuma TSuresh Raina Mumbai Richard Guest Dubai Maliha Jilani DLinda Zhang Shanghai Hnn-Hui Hii SFergus Kiel Sydney David Hui Hong Kong Mark Sungrae Kim SGlobalAmericasEurope and AfricaAsia Pacific and Middle EastCopyright 2022 Heidrick&Struggles International,Inc.All rights reserved.Reproduction without permission is prohibited.Trademarks and logos are copyrights of their respective owners.