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As companies enter the traditional season of performance reviews, few approach it with enthusiasm. What should be a moment of alignment often becomes a ritual of discomfort.

Most leadership teams still measure capacity through head count. They track open positions, hiring speed, and vacancy rates. This approach misses the real question. The question is not how many people you employ. The question is whether you have access to the right skills when you need them.

Fractional leadership is often presented as a pragmatic answer to organizational needs in transition. The model allows companies to secure executive expertise without committing to a permanent hire. On paper, it promises flexibility, targeted insight, and the possibility to reinforce governance precisely when required.

This morning at The Links, we felt compelled to revisit some compelling insights from a recent McKinsey report.

Companies love to talk about promoting from within. In fact, according to the DDI HR Insights Report 2025, 75% of organizations say they 𝗽𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘇𝗲 𝗶𝗻𝘁𝗲𝗿𝗻𝗮𝗹 𝗽𝗿𝗼𝗺𝗼𝘁𝗶𝗼𝗻𝘀 for leadership roles, and 60% pick leaders from succession pools.

A recent article published by HR Today shared a study by the consultancy firm Robert Walters, which revealed that 50% of Swiss companies (66% in Europe) are considering using an interim manager in 2025.