Latest news with #boardroom
Forbes
4 days ago
- Business
- Forbes
'You're Not Ready': The Quiet Crisis Of CEO Succession
Older employee looking out of office window. Logan Roy, brutal patriarch of Succession, delivers one of the show's most revealing lines without blinking: 'I love you. But you are not serious people.' It's more than a takedown. It's a generational indictment. A founder who won't let go. A next generation unsure if they're trusted to lead. That dynamic isn't just a popular TV plotline. It plays out inside real boardrooms, family enterprises and executive teams. The CEO successor is named but sidelined. The current leader still takes the big decisions. The person next in line is visible but not empowered. The plan exists, but the trust behind it is fragile. Most CEOs, founders and boards don't ignore succession. But they often treat it as something to finalize later. The Illusion Of Time In a conversation with a board and CEO, I was told their succession strategy was solid. The business was performing well. The future CEO had been identified. There was 'plenty of time.' So I asked: 'If your CEO stepped down tomorrow, who could step in—credibly?' There was a pause. Then a quiet recognition. While a successor had been named, they had not been exposed to the board. They had not led through volatility. They had not owned the story externally. My next question was even simpler: 'Is the board aligned on that person's readiness?' The answer: 'Not entirely.' That hesitation isn't rare. It's an early signal that belief has not yet become readiness. The candidate is identified but not yet fully seen. The CEO Clock Is Ticking Double-time The quiet urgency is already visible in the top seat. In Q1 2025 alone, 646 U.S. CEOs left their roles — a record high. According to Spencer Stuart, CEO tenure among the S&P 500 has declined– from 11.2 in 2021 to 8.3 years in 2024. The leadership cycle is shortening. The window to prepare is shrinking. And in many boardrooms, the successor still isn't visible. In fact, interim leadership has soared in 2025. Of all incoming CEOs this year, 18% of them were named on an interim basis, compared to 6% during the same period last year. What departs with a CEO isn't just decision rights. It's strategic memory, investor trust, unspoken influence and the instincts shaped by years of complex calls. From the outside, the transition may look smooth. Inside, momentum has already begun to drift. Consider a familiar scenario: a CEO announces their retirement two years out. A successor is named. But over those two years, that successor is kept adjacent—invited to sit in, but not to lead. They don't build board relationships. They aren't tested with external investors. The team doesn't look to them when pressure hits. When the handoff comes, they are still a mystery to the people who matter most. Now contrast that with a company like Microsoft. Before Satya Nadella became CEO, he had led multiple business units, shifted internal mindsets around cloud, and earned deep trust inside and outside the organization. He wasn't just selected. He was prepared. The board wasn't surprised. The team wasn't skeptical. The culture didn't pause. One organization hoped succession would work. The other ensured it would. In my conversation with Piyush Gupta, ex-CEO of Singapore-based DBS Bank, he reflected on how much of his own leadership readiness came from being placed in tough, often uncomfortable roles early on—across geographies, away from familiar systems, in moments of high stakes. Those crucibles didn't just build experience. They built identity. He said it was in those formative tests that he learned to make sense of ambiguity, lead without defaulting to control, and develop judgment under pressure. That kind of preparation isn't theoretical. It's earned. And it starts long before the title ever changes. Gupta also aced his own succession. When he announced his departure, he named his successor in the same breath—Tan Su Shan, a longtime internal leader, would step into the role. No drama. No scramble. Just clarity, stability, and a transition that matched the precision of the institution he helped build. Four Shifts Boards And CEOs Must Make Now I've worked on CEO succession with public companies, founder-led firms and family businesses. The ones who handle it well don't view it as an HR process. They treat it as a cultural investment—something that reveals the organization's capacity to learn, evolve and trust. Succession doesn't begin at resignation. It begins when a CEO chooses to shape what comes next. Some CEOs delay because they still feel useful. But often, their most lasting influence happens in the final chapter—as teacher, mentor or transition partner. Not from obligation. From conviction. Reengaging the outgoing CEO in a purposeful handoff builds credibility. It creates space without leaving a void. It protects the legacy while empowering the future. Mentoring a CEO successor is unlike any other leadership relationship. It requires confrontation with complexity—activist pressure, investor expectations, media scrutiny, internal dissent. Successors don't need guidance alone. They need access. They need to be pushed, heard, contradicted and invited into the spaces where presence matters most. A name on a board deck does not equal a ready successor. Many boards assume that a strong internal leader can step up. But readiness doesn't come from potential alone. It comes from repeated exposure to risk, to contradiction, to conflicting expectations—and the maturity to navigate them. Real stakes reveal themselves in breakthrough moments. Investor briefings. Board negotiations. External crises. Not rehearsed behind closed doors—but tested in the open. Authority isn't proven in simulation. It's forged in the marketplace. On the global stage. In lived, not scripted, experience. The CEO role isn't granted. It's demonstrated in advance. The real handoff is already underway. It happens in how the current CEO frames tradeoffs. In who they bring into key conversations. In how often they explain why a decision was made—not just what the decision was. Culture doesn't replicate by instruction. It transmits through observation. Boards should look for the signals that successors are being shaped early. Not through formal grooming, but through informal inclusion. What CEO Legacy Actually Means Most CEOs eventually ask: what will I leave behind? But legacy isn't what follows you. It's what endures without you. It's the strategic clarity that remains intact. The team that doesn't stall. The confidence that continues when your name is no longer the one in headlines. In the strongest transitions I've seen, the outgoing CEO doesn't just vacate. They clear the way. The successor doesn't wait to be told they are ready. They act like it. Because they were trusted with the work that matters. Because someone showed them the horizon early. Because the board aligned not on safety, but on strength. And when succession is handled well, no one needs to say 'You are serious people.' The successor already proves it.
Bloomberg
5 days ago
- Business
- Bloomberg
The Anti-DEI Crusade Hasn't Stopped Women Leaders
Progress for female executives has always been so slow and plodding that every milestone, no matter how seemingly small or insignificant, gets celebrated. But recently, sounding the alarm for women in corporate America has supplanted cheering the wins. And no wonder — a growing list of data points signal that the right's attack on DEI is chipping away at women's progress toward the boardroom and corner office:
Daily Mail
7 days ago
- Business
- Daily Mail
Gloom grows in UK boardrooms as bosses lament 'hostile' economy
Pessimism is deepening in boardrooms across the UK as bosses prepare for economic conditions at home and globally to worsen, a new report suggests. Around 70 per cent of boardroom leaders expect worldwide economic conditions to worsen in the year ahead, while just 5.4 per cent believe they will improve, according to a survey by The Chartered Governance Institute UK & Ireland. By contrast, only 22.2 per cent in 2024 anticipated a deterioration in global economic conditions, and exactly double that percentage forecast them getting better. Nearly two-thirds of respondents also think the UK's economic circumstances will weaken further, compared to just a quarter asked the same question last year. CGI said executives are concerned UK competitiveness would not improve in the months ahead, due to factors like US trade tariffs and UK Government policy. President Donald Trump has slapped a 10 per cent baseline tariff on most US imports, as well as a 25 per cent import tax on car parts and a 50 per cent levy on foreign steel and aluminium. The tariffs have heightened anxieties about economic growth slowing, both in the UK and internationally, and inflationary pressures for consumers and businesses magnifying. Meanwhile, the proportion of boardroom leaders who said their firms plan on cutting capital expenditure over the next year rose to over a quarter, while none are forecasting a 'considerable' increase. 'The results remind us that boardroom decision-making has rarely been more challenging,' said the report. 'Organisations of every type are operating in a fluid, and often, hostile environment that (this year particularly) offers few certainties and elevated risk,' it added. The biggest concern for most boards is cybersecurity, with 71 per cent of governance professionals predicting cyber risks will grow this year. However, a smaller proportion of boards - 66 per cent - intend to raise spending on IT security, against 80 per cent in 2024/25. Among significant worry is regulation; most quoted governance professionals believe rules are 'slightly excessive'. Peter Swabey, policy and research director at CGI UK & Ireland, said: 'Governance professionals, always in tune with board sentiments, reveal a boardroom mood of caution and recalibration. 'While AI and cyber resilience are climbing the agenda, confidence in the UK's economic outlook and regulatory environment remains fragile. 'The Government's industrial strategy will need to address these concerns if it is to unlock long-term investment.' Having originally set to be announced this spring, Britain's industrial strategy is now set to be published in the last week of June. Defence, digital infrastructure, clean energy and advanced manufacturing comprised the top four priorities for the industrial strategy among the CGI survey's interviewees. The strategy is also set to include details on the creative, financial services, life sciences, and professional and business services sectors. CGI's survey was based on the full responses of 96 participants from organisations either based in or operating in the UK. Governance professionals in private businesses and members of quoted firms each comprised 35 per cent of the responses. The remaining 30 per cent were from representatives of the public sector, charities and other ownership structures.
Telegraph
15-06-2025
- Business
- Telegraph
All-male shortlists return to the City after diversity backlash
City businesses are restoring all-male recruitment shortlists amid a growing corporate backlash against diversity policies. Senior executives and board-level headhunters have said they are no longer seeking to exclude men when hiring for top roles, as they seek to capitalise on the shifting political climate on diversity, equity and inclusion (DEI). It marks a considerable turnaround for businesses that have spent years urging headhunters to only approach female candidates, as they have been under pressure to have at least one woman occupying a top-four board position. A number of companies had also banned all-male shortlists. However, an executive at a FTSE 100 company said that excluding male candidates for jobs was 'insulting to women and men' and 'silliness all round'. He said: 'Companies shouldn't be afraid of having all-female or all-male shortlists. It depends on the job, the location and the company. Occupational segregation is a fact of life. 'I'd suggest in 2025, if you're artificially having to introduce gender balance, then the problem is bigger than your shortlisting approach'. A City recruiter who specialises in board-level moves said that there was now a 'far greater hesitancy to have all-female shortlists in the UK for both executive and non-executive roles'. They said: 'All-male shortlists are back, I am afraid. In the current, jumpy environment, all-female shortlists will be seen as too risky.' It comes after companies around the world have rolled back their DEI programmes in response to a crackdown by Donald Trump. The FTSE chief said he expected UK businesses to 'quietly' return to accepting male-only shortlists, particularly if they have operations in America. Accounting giant PwC is among City companies to have banned all-male shortlists for executive positions in recent years, while Aviva has said that all senior white male recruits must be approved by Amanda Blanc, the chief executive. Employment experts have said in the past that all-women shortlists are unlawful unless companies can demonstrate that there are no men of equal merit for the job. Political parties can, however, reserve all places for one sex on a shortlist if it will help to reduce unequal representation. A biography of Angela Rayner by Lord Ashcroft, the Tory peer and author, recalled her criticising the all-women shortlist system in 2019 during a talk at Oldham Sixth Form College. Ms Rayner is said to have told students: 'When I was going to be a Member of Parliament, I didn't want to stand in an all-women shortlist. I wanted to stand on an open list. 'I'm as good as any bloke and I've proved that since ... I should have been selected years before I was selected. I had to get selected on an all-women shortlist.'
Associated Press
10-06-2025
- Business
- Associated Press
FD Capital Launches NED Capital to Revolutionise Non-Executive Director Recruitment Across the UK
With a deep understanding of boardroom dynamics and strategic leadership, NED Capital aims to fill a critical gap in the UK business landscape by offering an exclusive, high-calibre recruitment service tailored to the evolving needs of modern boards. London, UK, June 10, 2025 -- FD Capital Launches NED Capital to Revolutionise Non-Executive Director Recruitment Across the UK FD Capital, a leading financial executive recruitment firm, is proud to announce the launch of NED Capital ( ), a dedicated new venture specialising in the recruitment of Non-Executive Directors (NEDs) for growth-focused companies across the UK. With a deep understanding of boardroom dynamics and strategic leadership, NED Capital aims to fill a critical gap in the UK business landscape by offering an exclusive, high-calibre recruitment service tailored to the evolving needs of modern boards. The new brand builds on FD Capital's established reputation in executive recruitment and financial leadership, bringing that same rigour and insight to board-level appointments. Meeting a Growing Demand for Strategic Board Leadership In today's rapidly changing economic and regulatory environment, the role of a Non-Executive Director is more vital than ever. Businesses face increased pressure for accountability, innovation, and long-term strategy. Whether it's a scaling startup looking for experienced guidance or a mature enterprise navigating succession and transformation, the presence of a capable NED can make the difference between stagnation and sustainable growth. Adrian Lawrence, Founder and Director at FD Capital, commented on the launch: 'We've seen a surge in demand for highly experienced, strategically minded Non-Executive Directors across all sectors. With NED Capital, we're formalising our commitment to this vital area by providing a specialist recruitment service that understands both the art and the science of building high-functioning boards. This isn't just about filling seats; it's about transforming leadership.' Specialist Approach with a National Reach NED Capital is designed to serve clients ranging from SMEs and private equity-backed firms to listed companies and nonprofit organisations. The new platform will leverage FD Capital's extensive network of senior finance professionals and business leaders to deliver truly strategic board placements. Services offered through NED Capital include: With offices in London and Birmingham and a presence across key UK business regions, NED Capital combines the reach of a national firm with the personal touch of a boutique agency. A Trusted Name Expanding Its Horizons FD Capital has built a strong reputation over the past decade as a specialist in CFO and Finance Director recruitment. Known for matching high-growth companies with financial leaders who can drive performance, FD Capital's expansion into NED recruitment is a natural evolution of its mission to support businesses at all stages of their growth journeys. The launch of NED Capital allows the firm to apply its deep sectoral expertise, rigorous selection processes, and commitment to client success to an entirely new dimension of leadership. 'Our clients trust us to understand their business, their culture, and their challenges,' added Adrian. 'With NED Capital, we're bringing that same consultative, insight-driven approach to board appointments. We take the time to understand what makes a board function well – and what kind of leader can really elevate that dynamic.' Championing Diversity, Innovation and ESG NED Capital is launching with a clear vision: to modernise and diversify the boardroom. In an age where ESG (Environmental, Social, and Governance) factors are increasingly shaping corporate agendas, NED Capital recognises the need for board members who are not only financially and strategically astute, but who bring fresh perspectives, lived experiences, and sector innovation. The firm is committed to: 'NEDs today are more than just advisors – they are catalysts for transformation,' said Adrian Lawrence, Director, at NED Capital. 'We're working to ensure that our placements reflect not just business acumen, but the wider skills needed to thrive in today's complex market.' Launch Highlights and Initial Success Ahead of its official launch, NED Capital has already completed a number of high-profile placements across fintech, healthcare, manufacturing, and green energy sectors. These early successes demonstrate the strength of the firm's network and the confidence clients place in its ability to deliver board-level impact. NED Capital is already working with: These case studies reflect the breadth of sectors and business challenges that NED Capital is equipped to support. A Platform for the Next Generation of Board Talent As part of its long-term vision, NED Capital will also be launching a series of initiatives to support aspiring Non-Executive Directors in developing their board careers. Through mentorship programmes, workshops, and networking events, the firm aims to create a pipeline of future board leaders who are ready to step into critical roles. The company is also investing in digital tools and resources, including: Get in Touch Companies seeking to strengthen their boards and executives exploring portfolio careers are encouraged to visit Contact Info: Name: Adrian Lawrence Email: Send Email Organization: NED Capital Recruitment Address: 167-169 Great Portland Street, London W1W 5PF Phone: 0203 834 9616 Website: Release ID: 89162048 If there are any deficiencies, discrepancies, or concerns regarding the information presented in this press release, we kindly request that you promptly inform us by contacting [email protected] (it is important to note that this email is the authorized channel for such matters, sending multiple emails to multiple addresses does not necessarily help expedite your request). Our dedicated team is committed to addressing any identified issues within 8 hours to guarantee the delivery of accurate and reliable content to our esteemed readers.
