Organisations today are operating in an environment defined by increasing complexity.
I’ve written previously about VUCA — volatility, uncertainty, complexity and ambiguity. If anything, the pace of change we’re seeing as we move through 2026 suggests that this is becoming the new baseline, rather than a temporary condition.
Which raises an interesting question.
Why do many organisations still rely almost exclusively on a hiring model designed for a far more stable world?
A traditional senior hire often involves months of sourcing, interviews, negotiations and notice periods. By the time the successful candidate actually arrives, the business context may already have shifted from when the role was first defined.
And even then the outcome is far from guaranteed.
Research suggests that more than 40% of new hires fail within 18 months. When that happens, the organisation absorbs not only the cost of the hire, but also the cost of starting the entire process again.
Increasingly, organisations are experimenting with more flexible approaches to leadership capacity:
Short-term assignments that can be filled more quickly.
Fractional leaders who bring senior expertise without requiring a full-time commitment.
“Try-before-you-buy” arrangements where a contract role can convert into a permanent one if the fit proves right.
Some worry this kind of flexibility comes at the expense of culture.
But the cultural impact of a failed full-time hire can be far more disruptive than bringing in an experienced operator with a clearly defined mission and timeline.