Why context matters more than content in the C-Suite
When a leader steps into a new C-Suite role, the expectation is often clear: learn the strategy, master the business model, and get up to speed on performance metrics. The “content” of the job is put front and centre.
But our latest research, conducted with ida leadership and published in our new report Rethinking Executive Transitions, revealed something striking: content isn’t what makes or breaks executive transitions, context does.
The hidden power of context
Every executive we interviewed placed context above all else. That means:
• Understanding the culture of the organisation
• Appreciating the history of past decisions
• Navigating the informal networks and power dynamics that shape daily reality
Without this, even the most capable leaders risk starting on the wrong foot.
One of our interviewees put it simply:
“When the context is missing, there’s a risk of starting on the wrong foot.”
Context is not just about knowing “how things work” it’s about seeing the whole playing field, understanding why things happen the way they do, and being alert to resistance that may not be written down in any plan.
History matters more than you think
Several leaders spoke about the importance of understanding organisational history. Every company has its scars, moments of success, failure, and trauma that continue to shape behaviour long after the events themselves.
By asking why certain choices were made, and what consequences followed, executives gain powerful insights. History isn’t just “the past”; it’s the cultural DNA that shapes the present.
Stakeholders, not silos
In a C-Suite transition, relationships are everything. It’s not simply about being liked, it’s about building a deep understanding of who the real stakeholders are, what they value, and how they influence outcomes.
This includes:
• Peers on the executive team
• Direct reports whose trust you must win quickly
• The board, whose expectations can be decisive
• Even external stakeholders, from customers to regulators
Effective leaders don’t just “network.” They orchestrate stakeholder relationships in a deliberate and systematic way.
Why content still matters, but later
Our research doesn’t suggest that strategy, expertise, or technical knowledge don’t matter. They do. But they’re not the starting point.
The leaders who thrived in their transitions were those who prioritised context first: building trust, understanding culture, and mapping the organisation’s informal dynamics.
Once those foundations were laid, they could then bring their strategic expertise to bear with far greater impact.
The lesson for leaders and organisations
For leaders:
• Don’t rush into solution mode. Spend your first 90 days listening, asking “why,” and learning the history.
• Map your stakeholders deliberately, not just the obvious ones.
• Focus on building trust before pushing for change.
For organisations:
• Redesign onboarding around context, not just content.
• Give new executives access to organisational history, not just financials.
• Create structured ways to learn the culture, not just the strategy.
A shift in mindset
Executive transitions are too often treated as a technical onboarding exercise. But our study shows they are fundamentally relational and contextual.
Leaders who recognise this shift, who lean into context before content, position themselves not just to succeed in their roles, but to transform their organisations.
Download the full report, Rethinking Executive Transitions, to explore the research and the five behaviours that drive success in the C-Suite.