When experience alone is no longer enough:
New demands on leadership
The Swiss Executive Talent Market is changing
When a company appoints someone to an executive management position today, it makes a decision whose impact may extend far beyond the next few financial years.
The demands placed on leaders are evolving. Technological developments, economic uncertainty and rising employee expectations require capabilities that cannot be assessed solely on the basis of previous roles and achievements.
Recent Swiss studies highlight why companies should reassess their selection criteria.
A more stable labour market does not mean easier hiring decisions
The Adecco Group Swiss Job Market Index shows a slight increase of 0.8 percent in job vacancies in the third quarter of 2026, compared with both the previous quarter and the same period of the previous year.
At the same time, economic conditions remain uncertain. The KOF Swiss Economic Institute at ETH Zurich forecasts real economic growth of 1.9 percent for 2026, adjusted for major international sporting events, while continuing to highlight significant risks.
From our perspective, this means that when filling leadership positions, companies must distinguish more carefully between the competencies required to maintain their existing business and the capabilities that will be crucial for future development.
Technological competence is becoming a leadership responsibility
The Swiss AI Jobs Report 2026 by the Lucerne University of Applied Sciences and Arts illustrates how skill requirements are shifting.
The number of advertised AI positions increased by 32 percent compared with the previous year. For senior level positions, growth reached as much as 42 percent.
Notably, demand is not limited to technical specialists. Roles that combine technological expertise with strategic insight are also becoming increasingly important.
This does not mean that every leader needs to be an AI expert.
What matters most is the ability to assess technological developments from a business perspective, weigh opportunities and risks, and implement change effectively.
Leadership requires trust and direction
Another development deserves particular attention.
According to PwC's Swiss Hopes and Fears 2026 study, only 17 percent of surveyed employees trust top management. Just 19 percent have a clear understanding of which skills will be required in the future.
These findings reflect the perceptions of the employees surveyed, rather than the quality of individual leaders. Nevertheless, they highlight the growing importance of credible communication, clear direction and trust.
Especially during periods of transformation, developing the right strategy is not enough. Leaders must be able to engage people in change and remain effective even in times of uncertainty.
What does this mean for Executive Search?
We believe that the selection of leaders must increasingly focus on their ability to succeed in the future.
A strong CV remains important. It demonstrates experience, scope of responsibility and past achievements. However, it does not fully reveal how someone will respond to new and unfamiliar challenges.
For companies, this leads to three specific implications:
1. Define job requirements with the future in mind
In addition to industry knowledge and leadership experience, adaptability, strategic judgement and openness to technology should be explicitly considered.
2. Assess leadership competencies through real situations
Structured interviews, appropriate assessments and thorough reference checks can help provide a more differentiated understanding of actual leadership behaviour.
3. Consider personality and organisational context together
A successful appointment also depends on whether a leader's management style, values and willingness to embrace change align with the company's current situation and future direction.
Our Perspective
For us, Executive Search is not about identifying the most impressive career.
It is about finding the right individual who can take responsibility, lead people and shape the future within a specific business environment.
The key question, therefore, is not only what a leader has achieved in the past, but also under which conditions they will continue to succeed in the future.
How does your company ensure that, when filling key leadership positions, you recognise not only the experience of yesterday but also the leadership potential needed for tomorrow?
