Head of Research, Kirsty Mclardy discusses the emerging concept of ‘fractional twinning’ and the potential impact this leadership approach can have on organisations.
The language of leadership has been evolving as quickly as the challenges facing modern boards. Over the last few years, we have become accustomed to the term ‘fractional’, where expertise is brought in for part-time, high-impact engagements and it now rolls off the tongue when we discuss more flexible ways of working for senior executives. Livingston James Director, Sophie Randles, recently shared her thoughts on fractional executives and whether it might be the right trend for you in an article for The Scotsman.
However, in recent months, a new and intriguing concept has been gaining traction –“fractional twinning”, offering a new approach to the way in which organisations can draw on senior talent. More often than not and traditionally, each C-suite role has been seen as singular: one individual embodying the mandate, vision and accountability. Yet the demands of globalisation, regulatory complexity and the sheer pace of disruption increasingly strain that model. Kirsty Mclardy previously explored the potential success of utilising co-Chief Executives, i.e. two full-time individuals to perform one role. Similarly, Kirsty now explores the notion of fractional twinning, i.e. pairing senior executives to better perform a role, either with two fractional resources offering slightly different skillsets, or pairing a fractional “twin” with a full-time incumbent.
Fractional twins fall into two categories – identical, where two of the same skillset is brought in to move key initiatives forward – or “non-identical”, where complementary skillsets are sought to bring new insight and expertise. This approach can be utilised across any C-suite role, but could be particularly beneficial for CFOs, where additional expertise is required at key times, such as in preparation for a sale or exit, during IPO prep or post-merger integration etc., or for CMOs who may require additional specialist skills in areas such as data, digital or AI.
Pros and Cons
One of the most compelling aspects of fractional twinning is how it reflects broader societal shifts. Just as the workforce has embraced hybrid work and portfolio careers, leadership is becoming more fluid, adaptive and distributed. What might have seemed like a dilution of authority a decade ago is now reframed as resilience: no single point of failure, greater diversity of thought and a leadership model that mirrors the complexity of the markets it serves.
Of course, this is not without tension. Boards must consider how these shared roles might affect clarity of accountability, investor or market perception and cultural coherence within the organisation. There should also be consideration paid to the risks of short-termism, over-dependency and knowledge transfer gaps. But without risk, there is no reward, and these areas of tension are often what spark the most creative solutions. As McKinsey notes, resilience in leadership structures increasingly comes from plurality rather than singularity.
A Sign of Things to Come
Fractional twinning is still nascent. But for boards, its rise is worth watching closely. It is more than a talent tactic, it is a philosophical shift in how we think about leadership at the highest levels: not as a solitary role, but as a carefully balanced constellation.
In an era defined by volatility, perhaps the most radical act of leadership is to share it.
For more information on leadership, please contact Kirsty Mclardy on [email protected]
Fractional Twinning: Rethinking Leadership for a Complex Age
Head of Research, Kirsty Mclardy discusses the emerging concept of ‘fractional twinning’ and the potential impact this leadership approach can have on organisations.
The language of leadership has been evolving as quickly as the challenges facing modern boards. Over the last few years, we have become accustomed to the term ‘fractional’, where expertise is brought in for part-time, high-impact engagements and it now rolls off the tongue when we discuss more flexible ways of working for senior executives. Livingston James Director, Sophie Randles, recently shared her thoughts on fractional executives and whether it might be the right trend for you in an article for The Scotsman.
However, in recent months, a new and intriguing concept has been gaining traction –“fractional twinning”, offering a new approach to the way in which organisations can draw on senior talent. More often than not and traditionally, each C-suite role has been seen as singular: one individual embodying the mandate, vision and accountability. Yet the demands of globalisation, regulatory complexity and the sheer pace of disruption increasingly strain that model. Kirsty Mclardy previously explored the potential success of utilising co-Chief Executives, i.e. two full-time individuals to perform one role. Similarly, Kirsty now explores the notion of fractional twinning, i.e. pairing senior executives to better perform a role, either with two fractional resources offering slightly different skillsets, or pairing a fractional “twin” with a full-time incumbent.
Fractional twins fall into two categories – identical, where two of the same skillset is brought in to move key initiatives forward – or “non-identical”, where complementary skillsets are sought to bring new insight and expertise. This approach can be utilised across any C-suite role, but could be particularly beneficial for CFOs, where additional expertise is required at key times, such as in preparation for a sale or exit, during IPO prep or post-merger integration etc., or for CMOs who may require additional specialist skills in areas such as data, digital or AI.
Pros and Cons
One of the most compelling aspects of fractional twinning is how it reflects broader societal shifts. Just as the workforce has embraced hybrid work and portfolio careers, leadership is becoming more fluid, adaptive and distributed. What might have seemed like a dilution of authority a decade ago is now reframed as resilience: no single point of failure, greater diversity of thought and a leadership model that mirrors the complexity of the markets it serves.
Of course, this is not without tension. Boards must consider how these shared roles might affect clarity of accountability, investor or market perception and cultural coherence within the organisation. There should also be consideration paid to the risks of short-termism, over-dependency and knowledge transfer gaps. But without risk, there is no reward, and these areas of tension are often what spark the most creative solutions. As McKinsey notes, resilience in leadership structures increasingly comes from plurality rather than singularity.
A Sign of Things to Come
Fractional twinning is still nascent. But for boards, its rise is worth watching closely. It is more than a talent tactic, it is a philosophical shift in how we think about leadership at the highest levels: not as a solitary role, but as a carefully balanced constellation.
In an era defined by volatility, perhaps the most radical act of leadership is to share it.
For more information on leadership, please contact Kirsty Mclardy on [email protected]
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