The Russell Reynolds Associates Global Leadership Monitor H2 2025 report reveal a significant shift in the priorities of Singapore's business leaders. For the first time, 74% of leaders now cite geopolitical uncertainty as their primary concern, surpassing economic growth and trade conflicts. This shift underscores the unique pressures faced by organisations operating within Singapore's strategically pivotal location.
Geopolitical risks are posing challenges not only to multinational corporations but also to regional enterprises, affecting supply chains, investments, and strategic planning. Leaders acknowledge that to thrive amid these uncertainties, companies must remain agile and innovative.
"Geopolitical volatility is now a core business risk for Singapore companies, disrupting supply chains, investments and strategy planning," said Euan Kenworthy, country lead, Singapore, Russell Reynolds Associates.
Shifting priorities in leadership
In a changing landscape, the focus on traditional risks such as talent availability and consumer behaviour has waned. Instead, leaders are prioritising strategic thinking, with 63% identifying it as the most crucial leadership skill. This surpasses other skills like innovation, which ranked at 42%, and decision-making at 40%. The emphasis on strategic foresight indicates a need for adaptive leadership in response to a volatile global environment.
However, only 38% of leaders express confidence in their ability to navigate this geopolitical landscape, highlighting a potential gap in preparedness. This uncertainty calls for executive teams to pay closer attention to their ability to adapt strategies based on the fluctuating geopolitical climate.
AI as a game changer
The report highlights a growing interest in generative AI among Singaporean leaders, with 68% excited about its potential for revenue generation. Yet, a paradox emerges: while 71% recognise the impact of technology on leadership talent availability, only 22% have successfully integrated AI into their daily workflows. The primary barrier cited is a shortage of internal expertise, which suggests a need for targeted upskilling within organisations.
Despite recognising Gen AI’s promise, firms must bridge the gap between enthusiasm and implementation to fully leverage its benefits in enhancing operational and hiring processes.
Loyalty amidst uncertainty
The findings also reveal a complex landscape of employee loyalty. While 83% of Singaporean executives are open to career moves within their industry, only 28% are willing to switch industries, signalling a strong attachment to their current sectors. Interestingly, 67% of leaders are prepared to leave their current positions, reflecting an awareness of the need for strategic career management in a shifting economic climate.
Something to think about
With geopolitical risks emerging as a central concern, Singapore's business leaders must carefully navigate this environment while prioritising strategic thinking and technological adaptation. The interplay between these factors will be crucial in determining the resilience and growth of organisations in the region.
"This (geopolitics) affects both MNCs, regionally headquartered companies and family enterprises. For regionally headquartered companies and family enterprises, the answer lies in transformation and executive teams staying agile. It is also imperative that Boards ensure they have the right diversity of global expertise to help them navigate these uncertainties." Euan Kenworthy
