Source: Vasundhara Sawhney, HBR.org, June 12, 2025
It’s no secret that today’s business environment is volatile and unpredictable. From the Covid-19 pandemic to shape-shifting tariffs to the rise of gen AI, CEOs have a fresh set of challenges that the standard management playbook is ill-equipped to address.
As a result, many are heading for the exit. According to one survey of U.S. companies, nearly 2,000 CEOs announced their departures in 2024—the highest total on record.
At the same time, executive recruiters report that fewer people are interested in, or ready to, replace these exiting CEOs. This raises a number of questions: Are we at an inflection point in what future CEOs need to be successful? Is enough being done to equip up-and-coming CEOs to navigate these evolving dynamics? How can companies ensure future leaders are prepared to make tough decisions in chaotic times, and lead diverse, tech-first, and global workforces?
To answer these questions, we reached out to three experts:
- Ginni Rometty, former chairman, president, and CEO of IBM, serves on multiple boards and co-chairs OneTen.
- Nitin Nohria is the George F. Baker Jr. and Distinguished Service University Professor and former dean of Harvard Business School (HBS). He is the co-founder of HBS’s New CEO Workshop.
- Gary Burnison is the CEO of Korn Ferry.
We specifically asked: What skills and behaviors should aspiring CEOs prioritize on building now to thrive in an increasingly complex world? And how can organizations support them in building these skills?
Here are their answers, edited for clarity.
Ginni Rometty: Prioritize Behaviors—Not Just Hard Skills
The rise of AI, geopolitical fragmentation, and evolving expectations around inclusion are reshaping leadership. Aspiring CEOs should prioritize behaviors—not just “hard” skills—to navigate this landscape of constant change. There are three key areas you should focus on…
Continue reading on Harvard Business Review