Senior leadership is undergoing a fundamental reset. Deloitte’s Executive Accelerators Sensing and Insights and Center for Integrated Research analysed 46,000 C-suite job postings and Fortune 500 structures between 2018 and 2023 and found executive teams expanded by 23 percent while individual roles grew more than 20 percent in scope. This isn’t simply a matter of adding seats at the table, it reflects how organisations are responding to technological disruption, shifting regulations, and market volatility. The old model of neatly separated leadership functions is giving way to an integrated framework where collaboration across disciplines is now essential to strategy.
Today’s executives operate in a far more interconnected environment than their predecessors. Where a chief information officer once managed enterprise data in isolation, they now work alongside marketing leaders navigating privacy laws, HR executives harnessing workforce analytics, and newly minted product officers turning data into customer insight. Deloitte’s research shows this blending of responsibilities is reshaping corporate governance itself, expanding leadership teams while demanding broader capabilities from every senior role.
What’s Driving the Change?
The shift is driven by three major forces. First, growth imperatives. Companies entering new markets or pursuing acquisitions require specialised oversight. CBRE, the global real estate firm, recently promoted Maria Minetti to chief operating officer of global finance in addition to her role as chief tax officer.
‘Just like we as humans are constantly evolving and transforming, your organisations and your strategy need to evolve to meet commercial needs.’
Maria Minetti, COO, Global Finance CBRE
Second, the rise of specialised roles. Chief customer, commercial, and growth officers are increasingly common. Deloitte’s data shows these roles serve to sharpen strategic focus while signalling priorities to stakeholders. Their success depends on clear linkage to measurable outcomes, not title inflation.
Finally, regulatory complexity reshapes executive responsibilities. European Union corporate sustainability reporting directives, for example, demand comprehensive disclosures on environmental and societal impact. Dan Goldenberg, Deloitte’s chief sustainability officer-in-residence, notes that navigating these requirements often necessitates dedicated leadership functions.
Across the Fortune 500, Deloitte observes an increase in roles requiring regulatory and compliance expertise, highlighting how pervasive this trend has become.
Bridging Business and Digital Leadership
Digital solutions built on emerging technologies, expanding data volumes, and generative artificial intelligence now permeate business operations entirely. Data and technology have shifted from support to the centre of business strategy. Deloitte reports a surge in dual roles blending tech, finance, and strategy, a clear move toward leadership that unites business goals with digital expertise.
‘Data and technology are no longer just support functions. They are now at the core of business strategy. Tomorrow’s leaders need to be proficient in harnessing data, leading digital transformations, and understanding how these elements shape competitive advantage.’ Jeff Constable, Managing Partner, Korn Ferry’s NY
However, with growth, comes complexity. Since 2018, the executive landscape has shifted dramatically, with environmental, social, and governance (ESG) roles growing 230 percent, communications roles increasing 133 percent, legal functions expanding 127 percent, and strategy positions rising 94 percent. This rapid expansion highlights the importance of clearly defining responsibilities, as overlapping roles can create confusion, inefficiency, and friction within an executive team.
Preparing Leaders for the Future
Linear career paths to the C-suite are fading. Rotational programmes broaden experience and perspective, while human curiosity, resilience, emotional intelligence, and agility are becoming increasingly valuable. Leaders must solve cross-functional problems, communicate effectively, and engage stakeholders strategically. Deloitte’s research highlights that organisations investing in these enduring capabilities are better positioned to harness technology, navigate complexity, and maintain competitive advantage.
The growth of executive teams represents not just a structural shift but a fundamental redefinition of what leadership means. Leaders today must operate across boundaries, integrating technology, regulation, and human capital to create enterprise-wide value.