There is an everlasting debate on the importance of age when hiring in China, a debate which, since COVID19, has gained importance. Future executives of the new generation are victims of social distance work, contact through a screen and their formative years, post-diploma, being affected by the world coming to
There are two essential elements to PE executive search. Organizations at the fund level require exceptional executives for a variety of roles, including investment specialists, operational partners, senior advisers, and functional leaders in fields like human resources, investor relations, capital markets, CFOs and COOs.
China’s telecommunications sector is one of the world’s biggest marketplaces for communications today where more than one billion people were using the internet, as of June 2021, making up more than one-fifth of all internet users worldwide. This industry brought in more than 119 billion yuan every month.
Key Takeaway: Executive assessment in China should evaluate more than whether an executive has performed successfully in a previous role. As business models, technology and organisational structures change, companies increasingly need to understand whether a leader’s capabilities, behavioural profile and management style match the future requirements of the position. A
Key Takeaway: China’s automotive industry has moved from post-pandemic recovery into a new phase defined by electrification, intelligent vehicles, international expansion and industrial scale. Record vehicle production and sales in 2025, combined with rapid NEV growth and rising exports, are changing the leadership profiles automotive companies need. Executive search in
Key Takeaway: Organizational alignment becomes particularly important after mergers and acquisitions because closing a transaction does not automatically integrate leadership, decision-making, culture or talent. Chinese enterprises announced US$43.6 billion in overseas M&A transactions in 2025, nearly 40% more than the previous year, while the number of deals remained broadly stable.
Key Takeaway: The CEO role in China has moved beyond the crisis-management priorities that dominated during the pandemic period. In 2026, CEOs are expected to combine strategic direction with innovation, technological judgement, cyber and geopolitical risk management, organisational resilience and talent leadership. Executive search in China therefore needs to assess
Key Takeaway: The Tech CEO role in China has evolved beyond combining founder vision with operational execution. China’s core AI industry exceeded RMB 1.2 trillion in 2025, while core digital economy industries represented more than 10.5% of GDP. Technology CEOs increasingly need to decide where AI creates commercial value, allocate
Key Takeaway: Executive compensation rules in China’s securities and public fund sector have become more closely linked to long-term investment performance and investor outcomes. In 2026, new rules increased the proportion of performance remuneration that senior fund management executives must invest in company-managed funds from 20% to 30%, while fund
Key Takeaway: Environmental performance in China has become increasingly relevant to corporate governance, compliance and leadership decision-making. Environmental disclosure obligations apply to specific categories of companies, while the national carbon market expanded significantly in 2025 to include steel, cement and aluminium smelting alongside power generation. By the end of 2025,
Key Takeaway: China’s SMEs have moved from the immediate disruption of the Covid-19 period towards a new phase centred on resilience, innovation and digital transformation. China has more than 60 million SMEs, which contribute more than 80% of urban employment. Among specialised and innovative SMEs surveyed in 2025, 73.37% maintained
Key Takeaway: Remote executive onboarding in China is technically easier than it was when this article was first published, but technology alone does not create an effective transition. China had 1.125 billion internet users and an 80.1% internet penetration rate at the end of 2025, while Gallup research shows that
Key Takeaway: The metaverse discussion that emerged in 2022 has evolved into a broader convergence of virtual reality, augmented reality, artificial intelligence, 5G and digital platforms. China has continued investing in the infrastructure and technologies that enable immersive digital environments. Its national VR development plan set a 2026 target of
Key Takeaway: The leadership priorities first highlighted in this article in 2022 have evolved into broader structural trends in China. Flexible working models, changing skill requirements, employee well-being and organisational adaptability remain relevant, but leadership teams now also face accelerated digitalisation, artificial intelligence adoption and workforce transformation. China had 725.04
Key Takeaway: China’s executive talent market is being shaped by a changing demographic structure and new workforce expectations. The population aged 16 to 59 declined from 857.98 million in 2024 to 851.36 million in 2025, while people aged 60 and over now represent 23.0% of the population. For employers, attracting
Key Takeaway: China’s consumer market is increasingly digital, urban and segmented. In 2025, online retail sales reached RMB 15.97 trillion, while physical goods sold online represented 26.1% of total retail sales of consumer goods. At the same time, China’s urbanisation rate reached 67.89% and national per capita disposable income rose
Key Takeaway: Partnering with an executive search firm in China becomes particularly valuable when companies need to identify senior leaders in a market where international investment activity, compensation expectations and organisational requirements differ significantly across employer types. In 2025, China recorded 70,392 newly established foreign-invested enterprises, while senior management compensation
Key Takeaway: Age can provide useful context in executive succession and workforce planning, but it should not be used as a proxy for leadership capability. China’s demographic structure is changing rapidly: people aged 60 and over represented 23.0% of the population in 2025, while the country has begun gradually increasing
Key Takeaway: Cultural fit in China should not mean hiring executives who simply resemble the existing leadership team. It means assessing whether a candidate can operate effectively within the organisation’s values, decision-making model and working environment while navigating the specific commercial and stakeholder context of China. This matters particularly for
Key Takeaway: Leadership departures are not exceptional events and should not be treated as unexpected organisational interruptions. In 2025, 168 new CEOs were appointed across the S&P 1500, the highest number since 2010. The companies best positioned to manage leadership transitions are those that use the departure to reassess strategic
Key Takeaway: China remains one of the world’s largest markets, with GDP reaching RMB 140.19 trillion in 2025 and 70,392 new foreign-invested firms established during the year. Yet market entry remains highly dependent on regional positioning, investment structure, regulatory understanding and leadership capability. For companies entering China, executive search is
Key Takeaway: China’s market continues to attract new foreign-invested businesses, with 61,207 newly established foreign-invested firms recorded in the first 11 months of 2025. For companies entering or expanding in China, the hiring challenge is not simply accessing a large labour market. It is identifying executives who combine the required
Key Takeaway: Executive search in China is challenging because companies compete for senior talent in a rapidly evolving market where local and multinational employers can offer very different compensation, mobility and career propositions. China’s National Bureau of Statistics shows a particularly wide compensation gap at leadership level, with middle and
Key Takeaway: Executive search in China is challenging because companies compete for senior talent in a rapidly evolving market where local and multinational employers can have different expectations around career security, mobility, compensation and leadership. Effective executive search requires more than identifying technically qualified candidates. It requires understanding China’s talent
Key Takeaway: Most new S&P 500 CEOs are still promoted from within the organisation. In 2020, 77% of new S&P 500 CEOs were internal promotions, with COOs accounting for 38%, division heads 36%, CFOs 9% and leapfrog candidates approximately 5%. However, leapfrog CEOs had the highest share of top-quartile performers