With 87 CEOs departing their roles, this figure represents a striking 26% increase from the previous year, reflecting significant changes in leadership dynamics. Significantly, approximately 94% of new CEO hires in APAC were first-time leaders, indicating a trend towards seeking fresh perspectives amid market complexities.
The report highlights that 73% of new CEO appointments in APAC were internal promotions, slightly higher than the global average of 68%. This focus on promoting from within suggests a strategic effort by boards to leverage existing knowledge and familiarity with company culture during periods of instability.
Shortening tenure
Euan Kenworthy, country lead for Singapore at RRA, explained that the pressures on modern leaders have intensified, leading boards to make quicker decisions regarding CEO performance.
The statistics reveal that the average tenure for outgoing CEOs in APAC stands at approximately 5.9 years, which is notably shorter than the global average of 7.1 years.
This trend is reflected in various markets: Australia reported an average tenure of 6.3 years, while Hong Kong's average dropped significantly to 4.7 years. In contrast, Singapore demonstrated a relatively longer stability with an average tenure of 7.3 years, although this still falls below the eight-year historical average.
The increased turnover is part of a broader shift in how CEOs are transitioning out of their roles. In 2025, 32% of CEO departures globally occurred through planned successions, marking a significant increase from 22% in 2024.
This shift from retirements, which have decreased to 26%, highlights a growing emphasis on proactive succession planning. Kenworthy emphasises the importance of aligning leadership transitions with organisational strategy in today’s volatile market environment.
The rising trend of appointing first-time CEOs reflects the urgency for boards to adapt to rapid changes in business landscapes. With 86% of CEO appointments globally being first-time leaders, organisations are increasingly prioritising attributes like learning agility and decision-making capabilities over traditional metrics of experience.
What boards are looking for
Kenworthy says boards are placing more weight on learning agility and adaptability.
"Even highly successful leaders can find the CEO transition disorienting, because decision cycles accelerate, scrutiny intensifies and familiar support systems shift," he elaborates. "Boards are therefore looking for individuals who can learn fast, adjust to a fundamentally different context and keep evolving their leadership as the demands of the role change."
He adds that boards are also focused on enterprise leadership and stakeholder leadership, as the CEO is accountable for the entire system and must navigate competing agendas across the board, shareholders, regulators, employees and wider society, often with incomplete information and high visibility.
Euan Kenworthy
"Candidates who can think across the whole enterprise, balance trade‑offs and build alignment across diverse stakeholders are increasingly favoured, even if they are stepping into the CEO role for the first time." Euan Kenworthy
The rise of first-time CEOs
Scrutinising why first-time CEOs are increasingly chosen, Kenworthy noted that these leaders often embody the strategic thinking and adaptability needed to navigate today's complex landscape.
“Many first-time CEOs are being selected not because they have something fundamentally different from experienced CEOs, but because they bring what the current context demands most: sharp strategic thinking, high learning agility, and the ability to lead at the enterprise level,” he explained.
Boards are now prioritising strategic thinking as a defining leadership capability. According to RRA’s Global Leadership Monitor, senior leaders consistently rank this skill as the most critical for managing complex geopolitical, economic, and technological challenges. This shift emphasises the need for CEOs who can set a clear enterprise agenda and make disciplined choices rather than merely managing the status quo.
Assessing “Readiness” for the CEO role
When it comes to determining “readiness” for the demanding CEO role, boards are increasingly looking for individuals who can absorb complex signals about the environment and translate them into a coherent organisational agenda. This includes maintaining direction amid increasing external pressures.
Kenworthy pointed out that organisational resilience is bolstered when executive teams work harmoniously. “A ready CEO candidate is someone who not only brings their own capabilities but has also demonstrated the ability to shape and lead a top team that can handle critical issues,” he added.
Additionally, boards prioritise issue management—assessing how adeptly a leader can anticipate and respond to challenges such as technological disruption, shifting workforce expectations, and emerging crises. Kenworthy stated, “Leaders who take a proactive, forward-looking approach to these challenges are favoured.”
As APAC grapples with record CEO turnover rates, the focus on internal promotions, strategic succession planning, and the recruitment of first-time leaders speaks to a transformative approach for navigating the challenges of modern leadership.
With boards recognising the importance of fresh insights and adaptable leadership, the future of CEO appointments in the region will likely continue to evolve in response to ongoing complexities in the global market.
