Most executives now eager for career changes
India’s top executives are moving at an unprecedented rate, with 94% open to exploring new opportunities, based on research published Wednesday. The data, gathered by Page Executive India under Michael Page India, shows employees now demand faster career advancement, expanded responsibilities, and direct links between performance and rewards—despite companies struggling to match these expectations with retention strategies.
A poll of over 1,200 C-level executives and senior leaders revealed that 63% are actively pursuing new positions, while 41% anticipate leaving their current roles within the next 12 months. The findings point to a fundamental gap between how organizations develop leadership pipelines and what executives expect. Jon Goldstein, the firm’s Managing Partner, explained that the problem isn’t a lack of qualified candidates but the pace at which companies can develop and retain senior talent.
Artificial intelligence has become essential to leadership roles. 75% of executives now incorporate AI into their work, and an equal share report higher efficiency. Meanwhile, 72% say the technology has improved output quality. Yet the conversation has moved beyond basic adoption to managing AI’s broader impact, including defining accountability for results and ensuring leaders develop complementary skills. Nilay Khandelwal, Senior Managing Director at Michael Page India and Singapore, described this as a leadership imperative, as job requirements shift and new capabilities take precedence.
Though 65% of executives remain satisfied with their pay, compensation alone is no longer sufficient to retain top performers. The data shows that career progression and promotion prospects now carry more weight than financial incentives. Skills-based hiring is gaining traction as a way to widen talent pools and reduce bias, but its implementation varies widely across firms.
This movement signals a deeper challenge: while businesses face pressure to modernize, senior leaders are less willing to delay their own advancement. The outcome is a job market where loyalty is short-lived, and adaptability, both in individual skills and company culture, will decide who remains.
Salary data reinforces this divide. Although 87% of executives tie pay to job satisfaction, the same professionals are exiting roles where growth opportunities stall. The report concludes that without clearer advancement paths, even strong compensation packages will fail to reduce turnover. For now, the trend is simple: senior leaders are prioritizing mobility over stability.
The shift extends beyond individual decisions. Companies that fail to align leadership development with executive expectations risk losing key talent to competitors offering faster growth. The report highlights that 75% of organizations now view AI integration as a non-negotiable leadership skill, yet fewer than half have structured programs to train executives in its use. This mismatch creates a two-tiered market: firms that invest in upskilling retain talent, while others see continued attrition.
