Each era has its own senior-executive profile. A century ago many of the largest, most powerful corporations were led by entrepreneurs—Henry Ford, for example, who had founded his automaker, and Alfred P. Sloan, whose company had been acquired by General Motors. By the 1920s professional managers were hopping from company to company to fill high-level management positions. By the 1950s lifelong employees of corporations were working their way up the ladder to claim the top jobs.
Who’s Got Those Top Jobs?
Reprint: R1403E
In an HBR article in January 2005, Cappelli and Hamori compared leaders in the top 10 roles at each of the Fortune 100 companies in 1980 with those in 2001. Among their findings were a sharp decline in the number of senior executives who had spent their entire careers with one company and a corresponding uptick in rapidly advancing young executives who spent less time with any one employer. In this article they and Bonet extend that analysis to 2011.
Perhaps the most noteworthy changes they’ve found are demographic. For example, the percentage of executive women has risen quite a bit. But the 2008 recession caused some interesting developments: Financial institutions are bringing in more senior executives from outside than they did a decade ago; leaders have been hesitant to leave their organizations for new opportunities; and companies have held on to even underperforming executives to maintain stability.
Generously illustrated with graphics, this article profiles today’s leaders in four areas—career trajectory, education, diversity, and hierarchy within the senior ranks.