Key points
- Listen before announcing: build a fact base and relationships first.
- Make a small number of visible early decisions.
- Engage government and regulators early and in person.
A leader entering a new market, whether through appointment, acquisition or expansion, faces high expectations and limited information. The first 100 days are an opportunity to learn quickly and set direction with credibility.
Listen first
Meet customers, employees, partners and officials before announcing major change. Their views will shape a better plan, and the act of listening builds trust that will be needed later.
Make a few visible decisions
Early decisions signal what the new leadership values. Choose a small number that are clearly right and visibly acted on.
Engage government early
In many markets, relationships with government and regulators matter as much as relationships with customers. Invest time in them early, in person, and with a clear account of what you intend to contribute.
The first 100 days are less about doing everything than about choosing well.
With preparation and the right counsel, the first 100 days can create momentum that carries the organisation for years.
