The average tenure of chief operating officers (COOs) in FTSE 100 companies has fallen to 2.7 years, amid large-scale transformation efforts driven by AI, supply chain disruption and increased complexity across global markets.
That’s according to new data from global leadership advisory firm Russell Reynolds Associates, published in the firm’s new COO Turnover Index. The data shows that FTSE 100 COO tenure declined by 36 percent in just one year – from 4.2 years in 2023 to 2.7 years in the twelve months to Q1 2025. The role, once largely focused on operational efficiency, is now heavily shaped by cross-organisational transformation agendas, touching everything from people and processes to products and technology.
Globally, COO tenure also remains short. Since 2019, average tenure for COOs in large listed companies has stood at 3.2 years. In the S&P 500, the figure is 3.25 years. By comparison, CEOs typically remain in post for six to eight years and CFOs for five to seven.
According to the findings, this pattern is largely driven by the nature of the assignments, with most leaders overseeing a transformation cycle and moving on to new challenges rather than continuing in a static operational role.
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Operational transformation becoming pathway to CEO roles
The data also points to a shift in how organisations view operational leadership. Experience in delivering complex transformation programmes – particularly those involving AI – is positioning COOs as leading candidates for the CEO role. Russell Reynolds Associates’ 2024 CEO Turnover Index reveals that 22 percent of new CEOs appointed in 2024 previously held COO positions.
Gregory Gerin, European COO Practice Expert at Russell Reynolds Associates, said, “The COO role is no longer just about operational efficiency, it’s about navigating constant transformation. This requires creativity and agility that previous operational leaders have often lacked.
“Sustainability, AI, supply chain disruptions, raw material shortages and geopolitical pressures all combine to make the role highly complex. The most effective leaders are now those who can operate in ambiguity and make informed decisions even with incomplete data.”
Internal appointments dominate amid talent shortage
The report reveals that finding experienced COOs is increasingly difficult. As a result, companies are leaning heavily on internal talent pipelines. Globally, 81 percent of COO appointments in Q1 2025 came from within the organisation and 88 percent were first-time COOs.
In the S&P 500, the preference for internal candidates was even more pronounced – 94 percent of appointments were internal and all were first-time COOs. The FTSE 100 showed more balance, with half of new appointments being internal promotions and half being experienced external hires.
Gerin commented, “COOs typically last as long as their transformation project – around three years. Those who don’t move up to CEO often seek new challenges quickly, especially after periods of cost cutting. Having made difficult decisions that affect staff, many are ready for a change.”
Female representation in COO roles sees uneven progress
Gender diversity in the COO role remains a challenge. Just 13 percent of COOs appointed globally in 2024 were women, a drop from 19 percent in 2023. This decline brings the 2024 figure below the six-year average of 14.2 percent, highlighting persistent issues with gender representation in operational leadership.
The pipeline into COO roles continues to be limited by broader challenges in attracting and retaining women in STEM and operations-focused pathways. However, there are signs of possible improvement. In Q1 2025, 21 percent of new COOs were women, suggesting the trend may be reversing.
