The First 100 Days: CEO & C-Suite Transition
Tenures are rarely lost in year three — they are lost in the first hundred days, quietly, while everyone is still applauding.
Format
Classroom · Virtual
Upcoming sessions
Pick a session to applyADMISSIONS OPENThe programme
Every executive transition re-answers the same questions: what is the real mandate, and from whom; which inherited commitments to honour and which to reopen; who stays, who goes, and how fast; what to signal in the first month knowing every signal is amplified. This programme works those questions with executives entering or preparing for top roles — sequencing diagnosis before vision, building the board relationship before it is tested, and choosing the two or three early decisions that will define the tenure. Confidential cohort, senior peers only. As a CEO transition programme it is built for the weeks in which a tenure is quietly decided: reading the mandate as the board actually holds it, deciding which inherited commitments to honour and which to reopen, choosing the team before the team chooses itself, and rationing the first month’s signals knowing every one is amplified. For chief executives entering the seat and executives with a confirmed appointment, in a confidential cross-industry cohort. Delivered in English and French, in person and live virtual, with cohort dates confirmed on application.
What you will do
Who attends
Incoming and recently appointed CEOs and C-suite executives; internal candidates preparing for succession; boards designing transitions.
Programme agenda
Built for the decisions no textbook prepares you for
I.The mandate, decoded
- What you were actually hired to do — and by whom
- Inherited commitments: honour, renegotiate or retire
- The listening tour that is diagnosis, not theatre
II.Team and signals
- The team you inherit: assessing fast without wrecking trust
- Early signals: what the organisation reads into everything you do
- Quick wins that are neither quick nor wins — and the real ones
III.The board and the long game
- The chair, the board and the cadence of trust
- The two or three decisions that will define the tenure
- Your own operating model: calendar, energy, counsel
Frequently asked
Who attends The First 100 Days programme?
Incoming and recently appointed CEOs and C-suite executives, internal candidates preparing for succession, and boards designing transitions. The cohort is confidential and limited to senior peers, so the real questions can be worked openly.
What does the programme actually work through?
The questions every transition re-answers: what the real mandate is and from whom; which inherited commitments to honour and which to reopen; how to reshape the team with speed and fairness; and how to build the board relationship before the first hard vote. Participants leave with the sequencing of their own first hundred days — diagnosis, team, signals and the two or three decisions that will define the tenure.
Can the programme support a specific transition, and in which languages?
Yes. BIZENIUS delivers the programme in English and French, and a tailored in-house edition can be built around one executive’s transition or a board’s succession design. Sessions run on a rolling calendar with dates confirmed on request; fees and quotations are provided on enquiry.
Is the programme only for chief executives?
It is built around the chief executive transition, but the questions are the same for any executive entering a top seat: what is the real mandate and from whom, which commitments to reopen, who stays and who goes, and what to signal first. Incoming chief officers with a confirmed appointment, and executives moving to lead a subsidiary or a country, take it for the same reason. The cohort is kept senior and confidential.
How does admission work, and what does the programme cost?
Admission is by application against stated criteria: the seat you hold — incoming or recently appointed chief executive, or an executive with a confirmed top appointment — or a confirmed mandate for it, and the scale of your remit. Every application is read by a person and BIZENIUS reserves the right to decline. Fees are disclosed in the reply to your application, together with formats and the next cohort dates, before you commit to anything. They are not published.
Who teaches this
Practitioners, not presenters.
Led by people who have held the seat, or advised those who do: former and serving chief officers, board members and committee chairs, and senior consultants who have sat beside executive committees through transformations, successions and crises. They teach from decisions they carried, in rooms kept small enough for the cohort’s own situations to be worked.
What the bench brings
- Executive and team coaching
- Leading change and managing managers
- Emotionally intelligent and strengths-based leadership
- High-impact presentations and executive communication
- Executive and board decision-making under uncertainty
- Corporate governance and board practice
Where they have practised
Current and former practitioners — people who hold the seat today alongside those who have held it.
Sectors: Professional services · Banking & financial services · Government & public sector · Oil & gas
Regions: Africa · the Middle East · Europe · Asia · the Americas
How they teach
- Role plays and filmed practice with senior feedback
- Case work from executive and board situations
- Peer coaching and structured group discussion
- Self-assessment instruments and reflection
- A personal leadership action plan
Cohorts are kept small so every exercise is worked on the participants’ own situations — in person or live virtual.
The faculty profile for your cohort is sent with the full agenda and the next dates when you enquire.Request brochure →
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In their words
Knowledge transfer, emphasised throughout
“We worked with BIZENIUS for our Fresh Graduates Programme — they are simply amazing. Knowledge transfer and practical learning were emphasised throughout.”
Kuwait Investment Authority
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A new CEO’s first 100 days: what the plan should actually contain
Every executive transition re-answers the same questions: what the mandate really is and from whom, which inherited commitments to honour, who stays, and which two or three early decisions will define the tenure. What a first-100-days plan should contain, and where most go wrong.
Read more →InsightWhy executive education stops working by subject at the top
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Take the brochure with you.
One request — the full agenda, the faculty and the next cohort dates, sent personally by the admissions team.