The CEO-chair relationship in many boardrooms remains intact, but underutilised. It is often professional and defined by “good governance” reporting rather than a deep strategic partnership. As such, we’re witnessing a growing desire among some leaders to bridge this distance. Leaders recognise that, in a year promising continued geopolitical and economic complexity, a strong CEO-chair alliance could be a strategic force multiplier. The question for many is no longer if they need to deepen the relationship, but how.
As Singapore and Asia Pacific (Apac) business leaders close the books on 2025, the focus is rightly on external strategies like regional expansion, AI integration, and navigating a complex global landscape.
But in our recent conversations with local and regional leaders, we are seeing a growing sentiment amongst some leaders that sustainable success requires more than just the right strategy; it requires the right partnership at the very top.
