Review available data and metrics to understand current performance. For missing key metrics, begin to track that data for analysis.Schedule sessions to review any existing corporate and organizational strategic plans with appropriate leaders as soon as possible.Immediately begin setting up individual interviews with your team members and key stakeholders within the company. Prepare questions and send them to the interviewees ahead of the meeting. Key issues will be apparent as you go through your initial interviews.Start with a high-level plan at the monthly level before walking in the door with a focus on key activities in the first month. Refine and define the remaining weeks after you start with input from team and stakeholders.Allows you to pivot to make directional changes in your approach as needed.Keeps you personally on track as you are drinking from the fire hose in your new role.Promotes a sense of urgency and establishes the need for change.Gathers valuable input and buy-in from the team and key internal and external stakeholders.Demonstrates accountability from the start – we do what we say we are going to do.

Provides clarity in communications on what is ahead for your team and internal stakeholders.Why is the documented plan critical and beneficial?

As a veteran of leading multiple supply chain, sourcing and operational transformations in new roles, I am convinced of the necessity and value of utilizing a documented 100-day plan. This process promotes consensus on the future direction from the findings and sets the stage for long-term success in implementing new processes and tools in the future. Before accepting a new role, I make sure that my new manager understands my intentions with the 100-day plan and fully supports the process.

Npr 100 day plan