Press Release
18 May 2026, Singapore – CEO appointments across Asia Pacific (APAC) surged to a five-year high in 2026 Q1, according to latest results from Russell Reynolds Associates' (RRA) Global CEO Turnover Index. Of the 77 incoming CEOs appointed globally, 26 were in APAC. Compared to 2025 Q1, CEO appointments in APAC rose by 73% in 2026 Q1.
Despite elevated turnover levels, boards across APAC continue to favour internal talent. In 2026 Q1, 73% of CEO appointments in the region were internal hires, slightly higher than the global average of 69%. Australia and India reflected figures lower than the global average, with 45% and 33% external hires. This inclination toward internal promotions reflects a deliberate effort to tap into existing institutional knowledge, leadership experience, and cultural familiarity, particularly amid a volatile global environment marked by record CEO departures.
In 2026 Q1, Australia recorded 7 CEO departures, followed Hong Kong (3), India (2), and Singapore (0). The Global Index of CEO Turnover tracks CEO departures from constituent companies across global stock indices, including ASX 200 (Australia), HANG SENG (Hong Kong), Nikkei 225 (Japan), NSE Nifty 50 (India) and STI (Singapore).
Globally, average outgoing CEO tenure rose sharply to 10 years in 2026 Q1, compared to 6.6 years in 2025 Q1, suggesting that boards have been willing to retain CEOs who have demonstrated an ability to navigate sustained periods of complexity.
Sector-level patterns globally show a similar preference for continuity in periods of complexity. Financial services, healthcare and industrial services all recorded above-average outgoing CEO tenure, at 11.9 years, 10.6 years, and 11.7 years, respectively. This indicates boards are retaining leaders who have demonstrated the ability to guide organisations through prolonged uncertainty, rather than forcing change.
Across APAC, tenure trends varied significantly. India recorded an average outgoing CEO tenure of 11.3 years, above the global average, while Hong Kong saw a notably shorter average tenure of 3.4 years, highlighting differing succession dynamics across markets.
“There is not enough leadership talent available to keep up with India’s growth. Hence companies do their best to retain experienced CEOs, often extending their term beyond retirement. The lack of formal succession planning also contributes to this “term” longevity. Further, as family-owned companies often have family members as CEOs, this contributes to the longevity factor as well,” said Sanjay Kapoor, who leads Russell Reynolds Associates' Board & CEO Advisory Partners in India and Family Enterprise Advisory for APAC.
“Hong Kong companies went through a period of significant leadership transition, with many CEOs stepping into their roles during the pandemic and subsequently navigating a challenging environment marked by weaker spending and cautious consumer sentiment. Amid ongoing geopolitical uncertainty, the expectations of leadership continue to evolve. 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,” said Ulrike Wieduwilt, Country Manager, Greater China, Russell Reynolds Associates.
In 2026 Q1, boards globally showed a renewed preference for experienced leadership. 26% of incoming CEOs had previously served as CEO of a publicly listed company, up from 17% in Q1 2025 and 8% in Q1 2024.
This shift contrasts sharply with full year 2025 findings. Last year, approximately 94% of new CEO hires in APAC were first time CEOs, while 86% of global CEO appointments also went to first time leaders.
“What we’re seeing in 2026 Q1 is a succession environment shaped by readiness, credibility, and continuity,” said Euan Kenworthy, Country Lead, Singapore, Russell Reynolds Associates. “Boards are 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. At the same time, the increase in experienced CEO appointments and longer outgoing tenure suggests boards are becoming more deliberate about timing, optionality, and execution risk. In today’s market, the quality of the succession plan matters as much as the successor.”
Joann Chin
Russell Reynolds Associates
+65 6496 0614
joann.chin@russellreynolds.com
Russell Reynolds Associates is a global leadership advisory firm. Our 500+ consultants in 47 offices work with public, private, and nonprofit organizations across all industries and regions. We help our clients build teams of transformational leaders who can meet today’s challenges and anticipate the digital, economic, sustainability, and political trends that are reshaping the global business environment. From helping boards with their structure, culture, and effectiveness to identifying, assessing and defining the best leadership for organizations, our teams bring their decades of expertise to help clients address their most complex leadership issues. We exist to improve the way the world is led.
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