Executive Onboarding

Executive Onboarding
have had only limited control over organizational design earlier in
their careers. If this applies to you, seek advice from your network
or from an external consultant.
2.3.3.2 Recalibrating the Operational Excellence Structure
(Day-90)
The first 90 days in the new position will offer learning followed
by more learning. As transitioning leader, you will need to make
continuous adjustments to the operational excellence model and
elements of the strategy. Transitioning leaders must be masters of
their people (capabilities), structures, processes and systems and
dedicated to effective lifecycle management, ensuring that gaps
will not occur. The leader must be focused on stimulating the
organization to think of continuous improvement when it comes
to all initiatives in an enterprise, with the objective of creating
sustainable competitive advantages.
Therefore, at the end of the first 90 days in the onboarding
process, the leader must perform a:
1. Strategic recalibration – consider if there are elements of
the strategy that no longer match the future market
context or resource-based platform of the company.
Subsequently, conduct an operational review, refresh and
plan and ensure that the right operational excellence
levers are in place.
2. Tactical recalibration – consider if there are elements in
the business plan that need to be updated and revised.
3. Operational recalibration – consider if there are elements
in the operating/action plans that need to be revised.
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