Why Apple’s next CEO shows you don’t need to ‘move out to move up’

The recent appointments of John Ternus as CEO of Apple and Satya Nadella as Microsoft’s leader have sparked a reevaluation of career advancement strategies. These two executives’ paths to the top challenge the conventional wisdom that frequent job-hopping is necessary for success.

For decades, career experts have touted the benefits of constant mobility, advising workers to “move out to move up.” However, data suggests this narrative may be more myth than reality. Studies show that upward mobility within companies is often a more reliable route to success. A 2024 analysis of Fortune 100 executives found that they had moved around slightly more than John Ternus, but their stickability was striking: on average, these top executives worked at only three employers during their 28-year climb to the top.

These executives had also been with their current employer for over a decade before accessing the executive suite. Employers take significant risks when promoting internal candidates, but they’re more willing to do so because these individuals have demonstrated their value and commitment to the company. Conversely, outside hires often struggle to navigate unfamiliar organizations, making them less desirable choices for promotion.

The tech industry has come to embody this trend. Rather than embracing job-hopping, companies like Apple and Microsoft have cultivated an environment where insiders can thrive. This shift challenges our understanding of what it takes to succeed in today’s business world – and highlights the importance of reevaluating our advice on career development.

In reality, building a career within an organization still offers the best chance at success. It’s precisely this kind of familiarity and trusting relationships that allow individuals to excel in their roles. The notion that “move out to move up” has it backwards: those hoping to become leaders like John Ternus should recognize that moving out or moving up is a zero-sum game.

It’s challenging to achieve both simultaneously, as the demands of each path often conflict with one another. Those who prioritize career advancement within their current organization are more likely to reap the benefits of internal mobility, including increased opportunities for growth and development.

As we look to the future, it’s essential that we acknowledge the value of internal mobility and the benefits it offers to both employees and employers. Rather than continuing to tout job-hopping as a means to success, we should be encouraging workers to build long-term relationships within their organizations, fostering an environment where familiarity and trust can flourish.

By doing so, we’ll not only create more effective career development strategies but also ensure that the next generation of leaders is better equipped to succeed in today’s business landscape. The path to career success may be more nuanced than we’ve previously thought – but one thing is clear: it’s time to rethink our assumptions about what it takes to move up.

In an era where workers are increasingly prioritizing flexibility and work-life balance, the tech industry’s emphasis on internal mobility offers a compelling model for other sectors to follow. By recognizing the value of staying put and allowing employees to build meaningful relationships within their organizations, companies can reap significant benefits – including improved retention rates, increased productivity, and a more stable workforce.

The next generation of leaders will need to navigate the complexities of internal mobility, leveraging their familiarity and relationships within their organizations to drive innovation and progress. By acknowledging the insiders’ advantage, we can create a more sustainable and effective approach to career development – one that prioritizes long-term growth over short-term gains.

Those who stay put often yield the greatest rewards in terms of career advancement. As we bid farewell to the era of free agency and hello to a new world of internal mobility, it’s clear that those who prioritize building lasting relationships within their organizations will have the best chance at success – and it’s time to rewrite the script on what it takes to move up.