The first 100 days of a new CEO

The first hundred days set the pattern for the next five years. What to learn, what to decide and what to leave alone.

We have seen this pattern across dozens of engagements, in businesses of every size. The details change. The underlying problem rarely does: a gap between what leadership decides and what the organisation actually does next.

Where it goes wrong

The first warning sign is language. When a plan is described in slogans rather than decisions, nobody knows what to stop doing. The second is ownership. A priority with three owners has none.

The third is time. Leaders give the plan a launch event and then return to the operating agenda they had before. Within a quarter the new priorities are competing with the old ones, and the old ones usually win.

What the best teams do differently

They translate the plan into a short list of decisions, each with one owner and a date. They review progress monthly in the same meeting where they run the business, not in a separate strategy session.

A simple test

Ask five managers what they will do differently next week because of the plan. If the answers do not match, the plan has not landed yet.

None of this is complicated. It is simply hard to do consistently, which is why the companies that manage it pull away from those that do not.