Transformation
The First 100 Days of Transformation
Early transformation work should establish a shared view of the problem, a small number of priorities and clear ownership.
Amira Collins
7 min read
The first months of a transformation set its tone. Momentum matters, but so does direction. Programmes that rush into activity can spend the following year correcting course.
Agree the problem first
Leadership teams often agree that change is needed while holding different views of why. Time spent building a shared diagnosis is rarely wasted. It creates the common language that later decisions depend on.
Choose a few priorities
A transformation with twenty priorities has none. We encourage leaders to select a small number of outcomes, assign a single owner to each and make progress visible from the start.
By day one hundred, the organisation should know what is changing, who is responsible and how success will be recognised.
Written by
Amira Collins
Partner, Transactions & Transformation
Amira supports organisations through transactions and major change. She helps teams clarify the value at stake, align stakeholders and translate ambition into a workable plan.
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