cincodias.elpais.com
Internal CEO Appointments Rise in Europe
In 2025, 45% of European CEO changes were filled internally, the highest percentage in six years, reflecting a shift towards leaders with deep company knowledge and a proven ability to execute change effectively, although concerns remain about diversity and potential resistance to innovation.
- What are the primary drivers behind the rising trend of European companies appointing internal CEOs, and what are the immediate consequences?
- European companies are increasingly appointing internal candidates as CEOs, with 45% of 2025 CEO changes filled internally—the highest in six years. This trend reflects a preference for leaders familiar with corporate culture and capable of swift, frictionless change execution, as highlighted by Forbes and supported by consulting firms like EY and Manpower.
- What are the long-term implications of this trend for corporate innovation, diversity in leadership, and overall organizational effectiveness within European companies?
- The increasing reliance on internal CEO appointments presents both advantages and limitations. While offering continuity and potentially improved financial performance, this approach may hinder innovation and the adoption of external perspectives crucial in volatile sectors. Furthermore, a lack of diversity in leadership remains a concern, exemplified by the absence of female CEO appointments in the Ibex35 in 2025.
- How do the benefits of appointing internal CEOs, such as faster adaptation and reduced costs, compare to the potential drawbacks, like resistance to change and lack of diversity?
- This shift towards internal CEO appointments is driven by several factors. Internal candidates possess inherent knowledge of the company, reducing risk and onboarding time. They also demonstrate an ability to anticipate market challenges and inspire confidence in stakeholders, ensuring smoother transitions and potentially better financial results, as evidenced by examples like Bankinter's improved performance after Gloria Ortiz's appointment.
Cognitive Concepts
Framing Bias
The article is framed positively towards promoting internal candidates, emphasizing the benefits such as faster transitions, reduced costs, and improved employee morale. While potential drawbacks are mentioned, they are presented as less significant than the advantages. The repeated use of quotes supporting internal promotions reinforces this positive framing.
Language Bias
The language used generally maintains a neutral tone. However, phrases like "best results," "powerful message," and "extraordinary progression" carry positive connotations and subtly favor internal promotions. The use of terms like "continuity" and "solidez" (solidness) implies stability and reliability, further reinforcing the positive portrayal of internal appointments. More neutral alternatives could include terms such as "smooth transitions," "effective communication," and "significant achievements.
Bias by Omission
The article focuses heavily on large European companies and doesn't explore the prevalence of internal promotions in smaller companies or across different sectors. It also doesn't delve into potential negative consequences of exclusively promoting internal candidates, beyond briefly mentioning resistance to change and difficulties in making unpopular decisions. The article mentions a PwC survey highlighting unconscious biases but doesn't detail the findings or explore this issue further. The lack of discussion on the experiences of companies that have failed with internal promotions limits the analysis.
False Dichotomy
The article presents a somewhat simplified view of the choice between internal and external candidates, implying a clear preference for internal promotions while acknowledging potential downsides. The nuance of situations where a mix of both internal and external candidates might be ideal is not fully explored.
Gender Bias
The article notes the lack of female CEOs in the Ibex 35 in 2025, highlighting a significant gender imbalance in top leadership positions. While it mentions unconscious biases as a contributing factor, it doesn't delve deeply into the systemic issues or provide concrete recommendations for improvement.
Sustainable Development Goals
Promoting internal leadership fosters economic growth by reducing recruitment costs, improving employee morale and productivity, and ensuring business continuity. The article highlights that internal candidates are perceived as lower-risk and achieve better results, leading to improved financial performance and competitiveness. Furthermore, the emphasis on developing internal talent strengthens the organization's human capital, a key driver of economic growth.