Who Gets Promoted to the C-Suite—and How That Has Changed Over the Decades - Kanebridge News
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Who Gets Promoted to the C-Suite—and How That Has Changed Over the Decades

Among our findings: The average age of top executives started falling after 1980. But now it’s higher than it was 40 years ago.

By PETER CAPPELLI
Wed, Jan 17, 2024 9:29amGrey Clock 5 min

Here’s the face of the new C-suite: older, with broader industry experience and increasingly female.

These are some of the most surprising findings my colleagues and I have uncovered about how C-suite leaders have changed over time. My co-researchers—Rocio Bonet and Monika Hamori—and I have been tracking the attributes of the leaders of the world’s biggest corporations, the Fortune 100, since 1980, when many of the key forces shaping business today began.

The findings, in some cases, seem to be at odds with each other. That is because many factors are pulling the business world in different directions. For instance, executives change jobs a lot more than in the past and don’t stick with one employer or industry for their entire careers. On the other hand, C-suite executives do less job hopping later in their careers after moving around a lot early on. In many ways, there is more stability in the corporate world now than we would ever imagine from the tales of intrigue within individual executive suites.

Here is a closer look at our key findings

  • The youth movement is over. Our study—which will appear in the California Management Review—found that C-suite executives are getting older. It’s a reversal of a long trend: Executives were getting younger after 1980—with the average age falling six years to 51 in 2001—but now the top leaders are back to where they were in 1980: 57 years old on average.
  • Executives are doing more job hopping. The number of different companies where executives worked, including their current job, rose each decade—to 3.3 in 2021 from 2.2 in 1980, a 50% rise. Likewise, the number of years the executives worked elsewhere before joining their current company jumped by a third, to 15 years, over that same period. As a result, more outsiders are being hired directly into executive roles. In 1980, 9% of C-suite executives fit that bill. In 2021, 26% did.
  • Executives are less likely to be lifers. The percentage of executives who spent their whole careers at one company dropped in every period in our data, especially between 2011 and 2021. Now just under 20% of executives are lifers, less than half the level in 1980 and about the same as in 1900. There is a big exception to that finding, though: legacy companies. These 17 companies—which have been in the Fortune 100 since 1980—have more than twice the percentage of lifers as the others.
  • Eventually, executives do settle down. While executives may move around more early in their careers, when they do settle on a job, they stay there longer. Average tenure in executive roles is now back up to where it was in 1980, close to four years, after falling to two years in 2001. This may have to do with tech companies: As the industry has matured, it has become more stable. (At legacy companies, though, average tenure has dipped to three years from four.)
  • They have broader experience. Executives used to get training in-house in various aspects of the business: operations, finance, logistics and so forth. It was a way for companies to train potential leaders from within, especially important since there weren’t a lot of outside hires for executive roles. Now companies are seeking people from outside who have experience in different niches, and putting them in roles that fill those niches. In 1980, the average top executive had worked in 1.4 different industries. Now that figure is 2.3.
  • Legacy companies aren’t exempt from big changes. The C-suite at legacy companies looks more traditional—that is, more like 1980—than it does at other companies. Even so, these older corporations have seen some big changes.
    First off, let’s look at the traditional side. Not only do legacy C-suites have a higher percentage of lifers, these executives get more training in-house and have less experience in other industries. At the same time, though, legacy executives have been affected by some trends that make them look different than in 1980. The executives have less tenure, as we have seen, and outsiders hired directly into executive roles went to 18% in 2021 from 1% in 1980.
  • More executives come from finance. Financial markets and investor interests took on a greater role after the 1980s, and that change is reflected in the proportion of executives with a finance background: The figure has been above 30% since 2001, up from 19% in 1980.
  • More executives have law degrees. The proportion of executives with a law degree has risen, going to 17% in 2001 from 11% in 1980, and staying near that higher level in 2021. This may be a response to increased corporate regulations like Sarbanes-Oxley and Dodd-Frank that drive the need for more legal expertise in the C-suite.
  • Business degrees aren’t as prevalent as you would think. For years, there was huge growth in M.B.A. graduates in the overall population—63% from 2001 to 2011. But the growth rate of M.B.A.s in Fortune 100 C-suites was considerably lower: just 6%. The period from 2011 to 2021 had even less upward movement. The number of M.B.A.s in the C-suite rose by just 4% over those years, as M.B.A. graduates in general rose by 8% during that time.
  • Ivies are still influential. Even as the growth rate of M.B.A.s goes down overall in the C-suite, the dominance of graduates from Ivy League business schools in the executive ranks remains strong. Ivy League M.B.A. programs represent less than 1% of all such programs in the U.S. Meanwhile, as of 2021, 35% of C-suite executives had M.B.A.s, and 23% of those got the degree in the Ivy League. That’s in the same ballpark as 2001, when 30% of C-Suite executives had M.B.A.s, and 20% of those were from Ivies.
    A couple of factors may be at play: These top jobs have become more attractive for elite graduates as executive pay has soared—and more outside hiring by companies has made it possible for M.B.A.s to make lateral moves that offer a chance at the C-suite. Previously, graduates of those elite programs disproportionately moved into higher-paying investment careers.
  • Women are landing more executive jobs. The proportion of women in Fortune 100 top executive ranks rose from roughly zero in 1980 to 12% in 2001 and 18% in 2011, by about the same percentage as the proportion of women in all management jobs. After that, the proportion of women in these top executive ranks rose to 28% of jobs in 2021—while women executives in the overall ranks of management rose to just 18% of jobs from 17%, according to the Bureau of Labor Statistics. This indicates that it did not take an increase in the pipeline of women managers to add more to the executive suite.
  • Women are also advancing quicker than men. Women executives got to executive jobs faster than their male counterparts—four years faster into their careers in 2001, slowing to 1.5 years faster in 2021.
  • Foreign-born executives have also made gains. Something similar happened with executives from outside the U.S. Until this past decade, the percentage of foreign-born people in top executive ranks—2% in 1980, for instance—had lagged behind the proportion of foreign-born people in the U.S. as a whole. Now, foreign-born people make up 15% of top executive ranks—larger than their proportion in the overall population. This increase, though, doesn’t seem to be associated with any greater globalization of top corporations: Instead, it may reflect an increase in foreign-born students in elite U.S. postgraduate programs.

Peter Cappelli is a professor of management at the Wharton School of the University of Pennsylvania and the author of “Our Least Important Asset: Why the Relentless Focus on Finance and Accounting is Bad for Business and Employees.”



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Randy Boyagoda’s new novel, “Lords of Serendipity,” delivers a biting satire of cheating, politics and dysfunction across modern universities.

By
Thu, Sep 3, 2026 5 min

Administrative cowardice. Rampant cheating. The soaking and scamming of undergrads and grad students. Performative wokeism. Intensifying competition for international tuition dollars from an expansive China.

These are either the latest dire headlines about American higher ed or the myriad subplots of “Lords of Serendipity,” an ambitious new novel by Randy Boyagoda. Unlike most campus fiction, its scope extends well beyond the cloister of the liberal arts classroom to whammy the entire university system, from its financial model to its function within a globalized economy. Along the way, it skewers its lightning-rod targets with a precision too sharp to be considered entirely fictional.

That its author is not only well-versed in satire, having written four other novels in the genre, but is also a professor of English at the University of Toronto and an experienced college administrator, further blurs the lines between comic fiction and brutal fact. It’s the kind of no-holds-barred book only a consummate insider would know to write—but only one who is also conveniently outside the American university system could get away with writing.

“This is someone who’s got the inside dope on what can go on at universities, especially with international students, and what kind of con games are going on,” said Margaret Atwood, a friend and fellow Torontonian.

The novel, like Boyagoda himself, is often very funny—even as the dilemmas its characters face read as tragedy. Its cast includes the bickering members of a Sri Lankan hotel cleaner’s family, insecure American freshmen, dead-end third-tier college professors and their highflying Ivy League counterparts and dispirited university functionaries. An old-fashioned Dickensian tale, it sweeps across continents and campuses, from a classic liberal-arts college to a stand-in for Harvard University to an urban technical school to the dilapidated buildings of a state-run university in Sri Lanka.

“I’m a joyful person,” Boyagoda said in an interview, though he prefers to see his outlook on academia as “hopeful” rather than optimistic. He smiles and laughs frequently. He bikes everywhere. He derives energy from his students and from his four daughters, ages 14 to 20. They help him and his American wife, Anna, also an educator, care for Boyagoda’s father, an immigrant from Sri Lanka who has dementia and lives with the family.

Randy Boyagoda speaks at a panel discussion.
Randy Boyagoda taking part in a panel discussion at the University of Toronto in 2024. Polina Teif/University of Toronto

The germ of the novel came to Boyagoda during the pandemic, when he was serving as a vice-dean. An urban legend was circulating about a statistics grad student selling passing grades to international students. The cheating scheme itself may well have been apocryphal, but it felt tantalizingly plausible.

“As a novelist, it stayed with me,” Boyagoda said. “Who would sell grades for a stats course? Why would someone buy grades? What’s motivating them? Why wouldn’t the university be doing something about it?” What he didn’t want to do, he explained, was write “another novel about a creative writing professor and his drama with students.”

In addition to writing novels—the first of which was a finalist for Canada’s prestigious Giller Prize; he’s written eight books in total—Boyagoda teaches literature full-time. For his students next semester, kids raised in a purportedly “post-literature era,” he’s assigning three 700-page novels, he noted mischievously, books by George Eliot, Ralph Ellison and Kiran Desai.

On RateMyProfessors, students remark on Boyagoda’s heavy assignments, tough grading and distaste for cellphones, but also hail his “comedy.” When alerted to these reviews, Boyagoda laughed. “Guilty as charged,” he said.

“Randy’s one of those people in academia who is very well educated but doesn’t have an ounce of superiority about him,” said John Irving, who frequently guest lectures in Boyagoda’s classroom. “It’s amazing to see how willing students are to talk in his classrooms, how little afraid they feel of being mocked or put down—he gets complete candor out of them.”

Negotiating competing interests seems to come naturally to him. Like many college campuses, after the Oct. 7 Hamas attack on Israel, the University of Toronto was embroiled in protests, encampments and discord; part of the school’s response was to convene a working group on civil discourse. Boyagoda was put in charge, serving for two years. It’s the kind of thankless task many professors would flee from, but Boyagoda relished the prospect and thinks the group, which is ongoing, made progress.

He has since pivoted to another formidable academic concern: the waning prestige of the humanities. In July, Boyagoda became the director of the Jackman Humanities Institute and special advisor on the humanities to the dean of arts and science. This fall, he is starting a series of gatherings he calls the Dead Book Club. (Dead writers feature heavily among his favorites: St. Augustine, Dante, William Faulkner, Evelyn Waugh, Saul Bellow.)

“The goal is to encourage students to read for its own sake and have conversation for its own sake,” Boyagoda said. “The importance of the humanities will be revealed to those who participate.”

Illustration of the book cover for "Lords of Serendipity" by Randy Boyagoda, depicting a woman wearing a hat with various buildings on top, against a blue background with a white airplane.

“Lords of Serendipity,” which publishes next week, reflects Boyagoda’s commitment to the pursuit of knowledge: “I’m supposed to say I learn more from my students than they do from me, but no,” Boyagoda said. “I enjoy sharing my excitement and joy about literature and ideas. There are these moments when you are teaching and you can see someone’s face change because they didn’t know something and then they did. That moment when you’re actually watch someone enlarge themselves is deeply satisfying.”

In literary circles, Boyagoda is often referred to as a Catholic novelist, a description he embraces. “A novelist willing to give shape and voice to contemporary religious experience is needed,” Boyagoda said. “I understand myself as a Catholic novelist, provided that I’m not only a Catholic novelist, I’m also a South Asian novelist and I’m a Canadian novelist. I don’t want to be captive to one label.”

His characters, he said, are subjected to what he calls “Graham Greene character situations.”

“They are trying to do good in a fallen world and realize the most they can do is less harm than someone else would do in that same role,” he explained. “They have to accept they are complicit in something that provides some good thing to others. It’s a very Graham Greene way of thinking about sacrifice.”

The campus green they inhabit is a febrile zone in which lofty ideals and cynicism regularly collide. It’s a place where a traditional holiday college celebration is now an occasion for political protest. Kids freely police one another inside and out of the classroom with social media their constant, ready weapon of choice. International students, knowing their family’s financial futures hinge on their degrees, operate in terror of failure and deportation.

Early readers of the book include Gary Shteyngart and Junot Diaz, both of whom have taught at universities and written comic novels. They each contacted Boyagoda midway through to say, in essence, “You nailed it.”

As biting as “Lords of Serendipity” can be, Boyagoda’s faith in higher education remains undaunted.

“It’s absurd that we live in societies that make the decision to take people between the ages of 18 and 22, when they are most physically capable of contributing to our nations and communities, and tell them, ‘Go away for four years, and read and learn and have conversations,’” he said. “I want students to be aware of what an incredible privilege that is.”

Corrections & Amplifications
Randy Boyagoda is a special advisor on the humanities to the dean of arts and science at the University of Toronto. An earlier version of this article incorrectly said he is a special adviser to the dean of humanities. (Corrected on Sept. 2)