Bring your 90/100-day plan across the finishing line

Businessman finish the race

© Tweeter Linder 2016 – All rights reserved. Photo by iStock.

The final stretch is about anchoring your plan and set sail. To pull off the first full blown execution quarter under your leadership. A quarter you want to enter with a united team and a fresh plan. Not all aspects to be perfect but clear enough for powerful execution.

Anchoring of your plan with key stakeholders

Your execution will be dependent on support from key stakeholders. Anchoring changes as s businesses break down silos and adopt lean cross functional ways of working.

Your team or business will not work in well-defined silos any longer.  Your ability to plan and anchor for this new reality become critical. Expect peer anchoring to be a significant effort. One where different groups and stake-holders’ interests are in play and often in conflict with each other.

This effort varies depending on if your team is the only one getting a new leader. Or if all peer leaders are coming in new at the same time.

An organizational foundation to grow from

Your first organization is likely reflecting both heritage and destination. An effort to maintain well-functioning parts and to attack areas where you want to change.

Not all moves on structure and staff need to happen from start. But it has to work as a foundation for changes you plan to do in consecutive steps.

Focus on laying a structural and human foundation. And be clear to yourself what your kitchen cabinet will look like. The structure and team members you build on in the core are key when you bounce ideas and plan next steps.

A change agenda based on incremental change

To drive your change agenda you can choose between one Big Bang or Incremental change. The new business reality most business face is one about uncertainty. A reality where change as an enabler for adaptability become a central capability.

Incremental change in small steps with evolving priorities make sense. Aspire to evolve your priorities quarter by quarter. You set the expectations from start change will be frequent, manageable and continuous. You evolve from where you start with a clear direction in mind. Change become a process rather than an event.

Five business critical flows in focus

At this stage the 5 most critical business execution flows should be clear. You have defined where it is central for your organization to drive value. You know if the challenge is to maintain, improve or change given flows.

Focus on the essential ones to make sure you get them to where they need to be. Execution is hard, and difficult without clear structures in place. And realize you can only deal with a few at a time to drive results.

The focus on flows signal you are serious with the lean operational model you are targeting. Expect flows to affect peer organizations. A critical alignment activity is to secure all dependent teams focus on developing their part of an agreed set of flows.

Execution set up around 5 quarterly priorities

After the 90/100-day installation period the expectation is your team will be back in full execution mode. Your transition recipe has been to minimize execution disturbances during the transition. And ideally you have been able to increase output, as your organization did not operate at full potential when you entered.

Lean organizations benefit from few priorities and short execution cycles. A handful priorities and execution in quarterly stints is a sound starting ambition.

As you exit your 100-day plan you want to be ready for the next coming 90. And expect your plan to differ from previous plans if you have made a lateral move into a new area of your operations.

Great questions to ask yourself

  1. Which stakeholders support me and where do I need to spend more energy – don’t expect all to be at the same level even at this stage.
  2. Do I have any strong opponents in the organization – and how should I go around or neutralize the opposition.
  3. What are the organizational anchors I want to build from – both structure wise and human capital wise.
  4. What does my change agenda look like – not all need to be implemented but at this stage you should have a clear view of areas to attack
  5. What are the 5 fundamental flows my organization need to excel at – and expect them to reach into peer organizations in lean operations.
  6. Which 5 execution priorities do I want to focus on in the second quarter – a focus you define at the end of your 100-day plan.

Additional reading suggestions

One thought on “Bring your 90/100-day plan across the finishing line

  1. Pingback: You need a different 100-day plan to lead Digital Transformations | Tweeter Linder

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