The first 90 days in a new executive role are usually spent on one of two extremes: changing too much too fast, or changing nothing while “getting to know the organization.” Both are mistakes.
A better structure: spend the first 30 days almost entirely listening and mapping how decisions actually get made (not how the org chart says they get made), use days 30-60 to make two or three visible, low-risk changes that build credibility, and reserve days 60-90 for the first real strategic move.
