As all new senior executive hires represent a very significant investment and a major act of trust by the organization I would be expected to hit the ground running. To that end, I have listed my thoughts on leadership, some of the key actions that I would take, and the success metrics that I would want to be assessed on.

1. Thoughts on Leadership, First 100 days and
Success metrics
by Mayank Banerjee
30th July 2013

2. Leadership – my vision.
“Develop a strong, agile and motivated team that innovates and
develops a world class product which maximizes shareholder
and customer value. To achieve this in an ethical and socially
responsible manner and have fun while doing it”
•
•
To develop a strong, agile and motivated
team by enabling people to realize their
own potential. Goal is to create an
empowered and self organizing team by
providing visibility and transparency and
involve them in every step of the way.
To foster an environment of creativity
and innovation: Mentor, coach and
recognize creativity in team and help the
team work smarter.
•
•
To maximize the shareholders and
customers value by ensuring no conflict or
gap exists between what is client priority
and what is being measured and delivered.
It is critical to align systems to deliver on the
strategy and goal.
To create a fun workspace, it is imperative
that the leader inspires trust and shares a
common purpose which in turn helps
people to work smart, to maintain a
work/life balance and have a good time
doing so.
2

3. First 100 days in an Organization
Moving to a new position within an organization comes with its challenges
and within the first hundred days, I would need to assimilate the new job,
build and influence the new team and create the right culture. All new
senior executive hires represent a very significant investment and a major
act of trust by the organization. They are expected to hit the ground
running. Therefore, the key actions that I would take in the first 100 days
are:
– Understand success definition for my Business Unit Leadership and team
– Key stakeholder & relationship mapping
– Work on building effective business relationships and understanding the
internal communications network
– Defining priorities and focus
– Identify and resolve the obvious, nagging issues quickly
– Achieve quick wins and deliver solutions based on measurable business results
– Successful transition and get culturally integrated in the organization
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4. First 100 days in an Organization
Begin Induction
Ramp up Sales Channel
Manage Client Interaction
Know the leaders, team, customer,
the tech. stack - their drivers and
success definition
Matrix of prioritized customer info, with
projected revenue, probability of conversion,
potential partnerships, RACI, influence maps
of decision makers, available resources to
execute vs. actual utilization
Run a working session with
customers/key stakeholder to
understand requirements and one
customer integration
30 days
60 days
90 days and beyond
Understand Quarterly KPI Metrics
Drink your own Champagne
Integration with Team Completed
A quarter-wise visibility of high level KPI metrics
that are agreed upon by stakeholders. Revisited
month on month for granular targets. Bi weekly
backlog grooming agile style
User test the relevant products and
provide feedback as a customer actor.
Internal dashboard of metrics by
pipeline, recruiter, sales rep, opportunity
cost etc.
Ramp up on API(s),perf numbers, service
offerings,billing, demographics, key
integration patterns, top customers,
strategy ,vision, pain points, road map
and on board new hires
“My first 100 days are all about listening and learning. The last thing you'll get from me is a
grand vision in the first 100 days. You need to give yourself time to be a sponge.” –
Paul Pressler : CEO -The GAP
4

5. Success Metrics
Action/Deliverables
Activities
Induction
Quarterly KPI
Metrics
30 Days
60 Days
• Participate in
Organization Bootcamp /
On boarding Program
• Create key stakeholder
matrix
• Complete Ramp up on
Tech Stack and Tech
Topography
• Understand organization
policies and process
• Understand Product
Roadmap and Service
offerings
• Complete Ramp Up
on Design
/Architectural
Framework for
relevant product or
Product Groups
• Understand KPI metrics
for BU
• Create quarterly
targets -reviewed
with stakeholders
NA
Ramp up on Sales
Chanel
Focus Area
• Create Matrix of
prioritized customer
info, projected
revenue, probability of
conversion, potential
partnerships et.al
90 Days +
People , Plan and
Practices
• Facilitate
ongoing review
of prioritized
backlog (backlog
grooming)
Business and Tech
Priorities
Partners

6. Success Metrics (Contd.)
Activities
Action/Deliverables
30 Days
Integration with
Team Completed
90 Days +
• User test the
relevant products
and provide feedback
as a customer actor
Drink your own
Champagne
Client Interaction
60 Days
Focus Area
• Understand top
customers,
strategy ,vision,
pain points, road
map
Create Internal
dashboard of metrics
by pipeline, recruiter,
sales rep, opportunity
cost etc.
Product/Product
Group
• Shadow client
meetings
• Drive external facing
meetings as a
Technology Evangelist
and Industry expert
Client and External
Stakeholders
• Ramp up on API,
performance metrics,
service offerings,
billing,
demographics, key
integration patterns
et.al
• On board new hires
based on the first 100
days learning
• Mentor/provide tech
guidance to team
Team