CEO appointments in Asia-Pacific hit five-year high as boards double down on experience

CEO appointments across Asia-Pacific reached a five-year high in Q1 2026, as organisations increasingly leaned on internal leadership pipelines to navigate economic uncertainty and shifting business conditions.

According to the latest Global CEO Turnover Index by Russell Reynolds Associates (RRA), 26 of the 77 incoming CEOs appointed globally in Q1 2026 were based in the Asia-Pacific region. The figure represents a 73% increase compared to the same period in 2025, underscoring heightened leadership movement across the region.

Despite the rise in turnover, boards across Asia-Pacific continued to prioritise internal succession strategies. The report found that 73% of CEO appointments in the region were internal hires, slightly above the global average of 69%.

Australia and India, however, recorded higher levels of external hiring, with 45% and 33% of CEO appointments, respectively, going to external candidates. The trend reflects a growing focus among boards on balancing organisational continuity with the need for fresh leadership perspectives. RRA noted that organisations continue to favour leaders with strong institutional knowledge and cultural alignment, particularly as they contend with geopolitical uncertainty, economic volatility, and evolving workforce expectations.

In terms of CEO departures, Australia recorded the highest number in the Asia-Pacific region during the quarter, with seven exits, followed by Hong Kong with three and India with two, while Singapore recorded no CEO departures.

Globally, outgoing CEO tenure also lengthened significantly. Average CEO tenure rose to 10 years in Q1 2026, up sharply from 6.6 years in the same period last year, suggesting boards are opting to retain proven leaders capable of steering organisations through prolonged complexity.

Several sectors recorded particularly long CEO tenures, including financial services at 11.9 years, industrial services at 11.7 years, and healthcare at 10.6 years. Across Asia-Pacific, tenure patterns varied widely. India posted an average outgoing CEO tenure of 11.3 years, above the global average, while Hong Kong recorded a comparatively short average tenure of 3.4 years.

“There is not enough leadership talent available to keep up with India’s growth. Hence, organisations do their best to retain experienced CEOs, often extending their term beyond retirement,” said Sanjay Kapoor, who leads Board and CEO Advisory Partners in India and Family Enterprise Advisory for Asia-Pacific at RRA. He added that the absence of formal succession planning, alongside the prevalence of family-led businesses, has also contributed to longer CEO tenures in India.

READ MORE: CEO turnover hits eight-year high as Asia-Pacific boards double down on internal talent

Meanwhile, Ulrike Wieduwilt, Country Manager for Greater China at RRA, said organisations in Hong Kong have experienced significant leadership transitions following the pandemic. Wieduwilt said, “Organisations today need a new breed of CEOs – leaders who can navigate ambiguity with confidence, unlock new growth opportunities, and demonstrate the resilience and clarity needed to lead through ongoing complexity.”

The report also highlighted a renewed preference for experienced leaders globally. In Q1 2026, 26% of incoming CEOs had previously served as chief executives of publicly listed companies, up from 17% in Q1 2025 and 8% in Q1 2024.

The shift marks a reversal from broader 2025 trends, when first-time CEOs dominated appointments. Last year, approximately 94% of new CEO hires in Asia-Pacific and 86% globally were first-time chief executives.

“What we’re seeing in Q1 2026 is a succession environment shaped by readiness, credibility, and continuity. Boards for placing a premium on leaders who can step in and perform quickly, while continuing to favour internal pipelines that provide organisational familiarity and strategic alignment,” said Euan Kenworthy, Country Lead for Singapore at RRA. “In today’s market, the quality of the succession plan matters as much as the successor.”