http://pwc.to/1laNcy5 Au cours des dix dernières années, la part des femmes devenues dirigeantes d’entreprises a été supérieure de 75% à celles ayant quitté leurs fonctions. Ce solde, largement positif, est emblématique d’une tendance de fond qui s’est accélérée au cours des 5 dernières années. Telle est la principale conclusion de l’édition 2014 du « Chief Executive Study : women CEOs of the last 10 years » publiée par le cabinet Strategy&. Chaque année depuis 14 ans, le « Chief Executive Study » analyse le turnover des dirigeants d’entreprises. Cette année, l’étude s’est plus particulièrement intéressée aux femmes dirigeantes d’entreprises et à l’évolution de leurs parcours depuis 10 ans.

1. Women CEOs
of the last 10 years
The 2013 Chief
Executive Study

2. Strategy&
For 14 years, Strategy& has examined CEO
turnover and the incoming class of
CEOs at the world’s largest 2,500 public
companies. We focus on incoming and
outgoing CEOs – rather than all CEOs –
because determining what happens at
critical decision points can help us
understand what companies are looking for
in their CEO and how the role is changing.
2
women have entered
or left office
A total of
118
75%
more women in
the incoming than
outgoing classes
Over the last
10 years, there have been
1
3
By 2040, we project
that women will make
up about
of new CEO appointments

3. This year, in addition to undertaking our
usual analyses, we took a special look at our
data on women CEOs over the past 10 years.
A total of 118 women have entered or
left office at these companies since 2004.
Some trends:
• Women CEOs are still rare — just 3 percent
of this year’s incoming class — but they
are becoming more prevalent, and we
expect that trend to accelerate. By 2040,
we project that women will make up
about a third of new CEO appointments.
• In terms of professional background,
we found fewer differences between female
and male CEOs than we expected, but
two particularly notable ones: Women
are more often hired from outside their
company, and women are more often
forced out of office. Read more
CEO turnover at the largest 2,500 companies
in 2013 was business as usual, with the
turnover rate typical for non-recession years
and an emphasis on planned changes:
• In 2013, 14.4 percent of CEOs left office,
a small decrease from 2012’s 15.0 percent
but higher than the five-year average
of 13.9 percent.
• Just over 70 percent of changes at the
top in 2013 were planned (not a result
of MA or of CEOs being forced out),
a common level in recent years but nearly
20 percent higher than the average rate
of such transitions during the first decade
of the century. Read more
Most of the new CEOs are familiar to
the companies that hire them, a trend
we discussed at length in last year’s study.
In 2013:
• 76 percent were insiders — people promoted
from within the company — and 26
percent had worked at only one company
during their career.
• 58 percent joined their company from
one in the same industry.
• 80 percent hailed from the country in
which company headquarters were located.
• 65 percent did not have experience
working abroad. Read more
Strategy 3

4. 4Strategy
More women are becoming CEOs, slowly but surely
In eight out of the last 10 years, the proportion
of women in the incoming class of CEOs
has been larger than the proportion in the
outgoing class, indicating that women
CEOs are becoming more prevalent among
the world’s largest 2,500 public companies.
• Over the last decade, there have been
75 percent more women CEOs in the
incoming than outgoing classes.
• Over the past five years, the share of women
in the incoming CEO class (3.6 percent)
was considerably higher than in the prior
five-year period (2.1 percent).
• Despite these trends, women made up
just 3.0 percent of the incoming class in
2013, a 1.3 percentage point drop from 2012.
Difference between the share of incoming women CEOs and outgoing women CEOs 2004–13
-1.0%
0.0%
1.0%
2.0%
3.0%
1.8%
1.2%
2.6%
-0.6% -0.4%
2.3%
2.7%
0.1%
1.4%
0.5%
2004 2005 2006 2009 2010 2011 2012 20132007 2008
Percentage of women CEOs in incoming and outgoing classes 2004–13
1.6%
2.8%
+75.0%
Outgoing CEOs Incoming CEOs
As much as one third of the incoming class of CEOs will be women by
2040, based on a 10 year trend in our data, ever higher education of
women, continuing entry of women into the business workforce, and
changing social norms of corporate leadership around the world.
Ken Favaro, Senior Partner

5. Strategy 5
Where women lead
• Women lead companies in every region.
Companies in the U.S. and Canada have had
the highest percentage of women CEOs
over the decade we studied (3.2 percent),
and those in Japan have had the lowest
(0.8 percent).
• Companies in the information technology,
consumer staples, and consumer
discretionary industries have had the
highest percentages of women CEOs
(3.1 percent, 2.6 percent, and 2.6 percent,
respectively); the materials industry
has had the lowest (0.8 percent).
Percentage of incoming and outgoing women CEOs 2004–13
By company headquarters region
U.S. and
Canada
Western
Europe
Japan Other mature China Brazil, Russia,
India
Other emerging
3.2%
1.4%
0.8%
2.5% 2.5%
1.7% 1.6%
By industry
Information
Technology
Consumer
Staples
Consumer
Discretionary
Utilities Energy Financials Tele-
communications
Services
Industrials Materials
3.1%
2.6% 2.6% 2.4%
2.3%
2.1% 2.0%
1.75%
0.8%

6. 6
*The differences or similarities cited on this page are statistically
significant within a p-value of 0.05. This means that there is
only a 5 percent probability that these findings are due to chance.
Strategy
Women CEOs are more often hired from outside
Female Male
Incoming and outgoing CEOs by insider versus
outsider status and gender 2004–13
Outsider
Insider
22%
78%
35%
65%
In terms of professional background*,
women CEOs are different from their
male peers in that they are more often
outsiders — new CEOs hired from
outside the company (35 percent
of women versus 22 percent of men).
Otherwise women CEOs have about the
same professional backgrounds as their
male peers in that they:
• Rarely come from a region different
from that in which company headquarters
are located
• Only sometimes have experience
working internationally
• Are of similar age
In addition, women, like men, are rarely
granted a joint CEO/chairman title.
That women CEOs are more often outsiders may be an indication that
companies have not been able to cultivate enough female executives
in-house. So when boards look for new CEOs, they necessarily find
a larger pool of female candidates outside their own organizations.
Gary L. Neilson, Senior Partner

7. *The difference is statistically significant within a p-value
of 0.05. This means that there is only a 5 percent probability
that this finding is due to chance.
Strategy
Among CEOs leaving office over the past
10 years, a higher share of women have been
forced out than men (38 percent of women
vs. 27 percent of men).*
How and when women leave office
They’re more often forced out
7
Female Male
Outgoing CEO succession reason by gender 2004–13
11%
51%
38%
13%
60%
27%
MA
Forced
Planned

8. Strategy
• In 2013, CEO turnover at the world’s 2,500
largest public companies decreased slightly,
to 14.4 percent (from 15.0 percent in 2012).
• The percentage of planned turnovers
remained high in 2013, reaching just over
70 percent, similar to the rate of planned
turnovers since 2010 but nearly 20 percent
higher than the rate between 2000 and 2009.
• Among regions, the highest turnover
rates were in Brazil, Russia, and India
(at 21.1 percent).
• Among industries, the highest turnover
rate was in telecommunications
services (at 22.1 percent).
• Both the regional and industry trends
have held for three years.
Changes at the top in 2013
The high proportion of planned turnovers is a strong signal that
companies are continuing to take an active, considered approach
to putting in place new leadership.
Gary L. Neilson, Senior Partner
CEO turnover events as percentage of top 2,500 public companies by succession reason
8%
6%
4%
2%
0%
10%
12%
14%
16%
2000 2001 2002 2003 2004 2007 2008 2009 2013
12.9%
10.9% 10.8%
9.8%
14.7%
15.4%
14.4% 14.4% 14.3%
11.6%
14.2%
15.0%
14.4%
13.8%
6.4%
6.0%
5.0%
5.3%
7.7% 6.8% 7.2%
9.1%
10.1%
3.4%
2.4% 4.4% 3.2%
4.5%
4.2%
5.1%
3.4%
2.6%
3.2%
2.4% 1.4%
1.3%
2.5%
2005
9.2%
3.6%
2.6%
2006
6.6%
4.6%
3.2%
2.2% 1.8%
2010
7.7%
2.2%
1.8%
2011
9.8%
2.2%
2.2%
2012
10.8%
2.8%
1.4%
1.7%
2.8%
8
MA
Forced
Planned

9. Strategy
Changes at the top in 2013 continued
9
CEO turnover rate in 2013
By company headquarters region
MA
Forced
Planned
Average
14.4%
U.S. and
Canada
13.2%
Japan
15.0%
Western
Europe
12.9%
Brazil, Russia,
India
21.1%
Other
emerging
13.4%
China
16.9%
Other mature
15.7%
9.1%
1.6%
2.4%
1.0%
1.4%
12.6%2.2%
6.7%
4.1%
5.4%
13.9%
2.2%
10.4%
0.7%0.7%
1.9%
14.5%
0.5%
2.8%
1.4%
11.4%
1.8%
By industry
MA
Forced
Planned
Tele-
communications
Services
22.1%
Consumer
Staples
16.9%
Materials
16.6%
Financials
14.5%
Information
Technology
14.1%
Industrials
13.3%
Consumer
Discretionary
12.5%
Utilities
12.4%
12.6%
6.3%
3.2%
11.9%
1.7%
3.3%
11.6%
3.1%
1.9%
10.8%
2.7%
1.0%
9.0%
3.0%
2.0%
9.8%
2.2%
1.4%
8.5%
2.7%
1.2%
11.1%
5.9%
3.7%
1.8%
Energy
11.4%
Average
14.4%
0.7%
0.7%

10. Companies continue to select CEOs who are familiar faces, particularly
when it comes to nationality and international experience, suggesting
that the ‘global CEO’ is more mythical than real.
Per-Ola Karlsson, Senior Partner
CEOs in 2013’s incoming class were mostly
familiar to their companies (we found this
to be true over the past five years, and first
reported on it at length in last year’s study):
• 76 percent of 2013’s new CEOs were
insiders (compared to 71 percent in 2012),
and a full 26 percent had worked at only one
company (compared to 25 percent in 2012).
• 80 percent of incoming CEOs were from
the same country as that in which company
headquarters are located, slightly lower
than 2012’s 81 percent.
• 65 percent did not have experience
working abroad, a 10 percentage point
increase from the previous year.
• 58 percent had joined their company from
one in the same industry, almost the same
as 2012’s 55 percent.
• The median age remained at 53.
2013’s incoming class of CEOs
Familiar faces
10Strategy
Incoming CEOs in 2013
By insider versus outsider status By nationality compared to company
headquarters region
By previous experience in different region
compared to company headquarters region
By same or different prior industry compared
to current company industry
76%
24%
Outsider
Insider
Has worked in other regions
Has not worked in other regions
65%
35%
58%
42%
80%
Joined from different industry
Joined from same industry
Different country, same region
Same country, same region
Different country, different region
5%
15%

11. The share of the incoming class appointed with a joint CEO/chairman title has steadily
decreased since the beginning of our study and reached an all-time low of 9 percent in 2013.
2013’s incoming class of CEOs
Titles and education
The share of incoming CEOs with MBAs increased by nearly 50
percent between 2003 and 2013 — a trend we expect will continue.
Ken Favaro, Senior Partner
11Strategy
Percentage of incoming CEOs who also hold the position of chairman
45%
25%
20%
15%
10%
5%
0%
50%
30%
55%
35%
60%
40%
65%
7%
7%
9%
15%
5%
53%
39%
33%
40%
2%
52%
30%
33%
0%
0%
2%
50%
61%
48%
18%
33%
48%
63%
2%
33%
33%
44%
32%
31%
18%
16%
37%
29%
25%
25%
16%
38%
26%
19%
20%
13%
26%
15%
19%
23% 24%
31%
18%
11%
10%
14%
17%
9%
5%
13%
20%
14%
0%
9%
12%
7%
6%
16%
12%
18%
17%
18%
0%
14%
20%
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
North America Europe Japan China Rest of Asia Global Average
Incoming CEOs by MBA education 2003 and 2013
Has MBA
Does not have MBA
2003 2013
72%
28%
81%
19%

12. 12
• Outgoing CEOs’ median tenure in office has
been relatively steady for the past six years.
It increased slightly in 2013 to five years.
• Typically, outgoing CEOs who were
insiders when they became CEO deliver
higher shareholder returns. In 2013,
however, outsiders generated about the
same returns as insiders (mainly due to
high shares of highly performing outsiders
in North America and in the consumer
staples industry).
CEOs who left office in 2013
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
7%
3%
2%
1%
0%
-1%
-2%
-3%
-4%
-5%
8%
4%
9%
5%
10%
6%
11%
3.7%
3.9%
-3.0%
-4.6%
0.1%
4.1%
4.6%
3.1%
2.4%
-1.2%
0.5%
0.3%
3.9%
11.0%
4.1%
5.6%
1.5%
-0.6%
3.9%
2.9%
0.1%
2.2%
-0.3%
0.7%
4.6%4.6%
4.0%
0.6%
Insider
Outsider
Strategy
Outgoing CEOs’ median shareholder returns by insider versus outsider status 2000–13

13. Strategy 13
• CEOs who generate the lowest returns to
shareholders are more often forced out
(32 percent for the lowest quartile
performers vs. 14 percent for the top
quartile performers), and their companies
more often hire outsiders to replace
them (31 percent vs. 23 percent).
• When outgoing CEOs remained or
became chairmen in a planned turnover –
what we call apprenticing incoming CEOs
– 89 percent of incoming CEOs were
insiders in 2013 (up from 79 percent
in 2012).
One CEO to the next
When a CEO is forced out, appointing a new CEO is a time-sensitive
decision. Companies that do not have effective succession practices in
place more often have to rely on outsiders to fill the position quickly.
These companies may also be looking for new ideas.
Per-Ola Karlsson, Senior Partner
Incoming CEO insider versus outsider status by forced versus planned departure of outgoing CEOs
and quartile of annualized shareholder returns over outgoing CEO’s tenure 2009–13
Outsider
Insider
69%
73%
68%
31%
27%
32%
Planned
68%
Total
100%
Forced
32%
Bottom quartile
81%
77%
82%
19%
23%
18%
Planned
81%
Total
100%
Forced
19%
Second quartile
80%
62%
82%
20%
38%
18%
Planned
89%
Total
100%
Forced
11%
Third quartile
77%
79%
23%
35%
21%
Planned
86%
Total
100%
Forced
14%
Top quartile
65%

14. Strategy 14
About the authors
Ken Favaro
Ken Favaro is a Strategy Senior Partner
and the global lead for its Enterprise
Strategy group. His expertise covers
corporate and business strategy, strategic
innovation, and organic growth. Ken
works across all industries, particularly
in the consumer, retail, healthcare, and
financial services industries.
“Women are becoming more prevalent
at the top of the world’s largest
companies — a trend that will only
continue to grow. Companies need
to plan how they will seek out and
prepare their future women CEOs
for leadership.”
Per-Ola Karlsson
Based in Dubai, Per-Ola Karlsson
is a senior partner with 25 years of
consulting experience. His main areas
of expertise are strategy formulation,
organizational development,
corporate center design, and
governance. In addition, he frequently
supports companies in the areas
of change management and people
capabilities building.
“Our research shows that on the whole,
insider CEOs generate higher returns
over their tenures than outsider CEOs,
so companies seeking to hire women
may benefit from looking inside more
often than they do today.”
Gary L. Neilson
Gary L. Neilson is a senior partner
based in Strategy’s Chicago office.
He has 30 years of experience with
the firm and focuses on helping
Fortune 500 companies with operating
model transformation challenges.
More specifically, he works with
clients on organizational design,
cost restructuring, and enterprise-
wide transformation programs.
He serves clients across all industries,
including consumer, healthcare,
financial services, transportation,
industrials, and energy.
“The share of joint appointments as
CEO and chairman is once again at
a low level, a sign of good governance
reflecting increased accountability
and decreased conflicts of interest.
This is one of the longest-lasting trends
we’ve seen over the past
14 years.”

15. Strategy 15
This study identified the world’s 2,500
largest public companies, defined by their
market capitalization (from Bloomberg)
on January 1, 2013. Our research team
members then identified the companies
among the top 2,500 that had experienced
a chief executive succession event and
cross-checked data using a wide variety
of printed and electronic sources in many
languages. For a listing of companies
that had been acquired or merged in 2013,
we also used Bloomberg.
Each company that appeared to have changed
its CEO was investigated for confirmation that
a change occurred in 2013, and additional
details — title, tenure, gender, chairmanship,
nationality, professional experience, and
so on — were sought for both the outgoing
and incoming chief executives (as well as
any interim chief executives).
Company-provided information was acceptable
for most data elements except the reason for
the succession. Outside press reports and other
independent sources were used to confirm
the reason for an executive’s departure. Finally,
Strategy consultants worldwide separately
validated each succession event as part of
the effort to learn the reason for specific CEO
changes in their region.
To distinguish between mature and emerging
economies, Strategy followed the
United Nations Development Programme
2013 ranking.
Total shareholder return data for a CEO’s
tenure was sourced from Bloomberg and
includes reinvestment of dividends (if any).
Total shareholder return data was then
regionally market-adjusted (measured as the
difference between the company’s return
and the return of the main regional index
over the same time period) and annualized.
www.strategyand.pwc.com/chiefexecutivestudy
Methodology

16. Strategy 16
Contacts
New York City
Anna Moreno
+1-212-551-6110
anna.moreno
@strategyand.pwc.com
São Paulo
Deborah Frattini
+55-11-5501-6290
deborah.frattini
@strategyand.pwc.com
Amsterdam
Monique De Meyere
+31-20-504-1984
monique.demeyere
@strategyand.pwc.com
London
Deirdre Flynn
+44-20-7393-3279
deirdre.flynn
@strategyand.pwc.com
Munich
Davina Zenz-Spitzweg
+49-89-54525-559
davina.zenz-spitzweg
@strategyand.pwc.com
Paris
Beatrice Malasset
+33-1-44-34-3131
beatrice.malasset
@strategyand.pwc.com
Zurich
Karla Schulze Osthoff
+41-43-268-2137
karla.schulzeosthoff
@strategyand.pwc.com
Abu Dhabi
Joanne Alam
+961-1-985-655
joanne.alam
@strategyand.pwc.com
Shanghai
Michelle Wang
+86-21-2327-9825
michelle.wang
@strategyand.pwc.com
Tokyo
Tomoko Hama
+81-3-6757-8683
tomoko.hama@
contractors.strategyand.
pwc.com.
Sydney
Kristine Anderson
+61-2-9321-1931
kristine.anderson
@strategyand.pwc.com

17. www.strategyand.pwc.com
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