Programmes

Where strategy and initiatives stop being a document and start delivering results.

National Driver

Businesses invest enormous resources in strategies, turnaround plans, and improvement programmes. Most take months or years to show results — and many never do. The 100-Day Challenge breaks that cycle.

The Gap

The most common failure in business change is not a bad strategy — it’s the distance between the boardroom and the frontline. Leaders set direction, but teams don’t feel the momentum or ownership and early results never materialise.

The 100-Day Challenge Response

Multisectoral frontline teams — drawn from across business units, sites, and functions — take on one ambitious, measurable goal at a time and deliver real business results in 100 days, building the leadership capability and organisational muscle to sustain and scale change.

Impact Areas

Strategy Acceleration and Turnaround

  • Increase revenue from a targeted customer segment or product line within 100 days, proving the commercial case for the broader strategy.
  • Reduce cost in a defined operational area by a measurable percentage, generating early savings that fund the wider turnaround.
  • Increase the on-time delivery rate for a priority product or service, shifting a chronic performance lag into a demonstrable win.

Operational Improvement and Asset Optimisation

  • Increase equipment availability or reliability on a targeted production asset by a defined percentage.
  • Reduce unplanned downtime or breakdown frequency at a priority site within 100 days.
  • Reduce waste, rework, or defect rates in a targeted production or service process.
  • Increase throughput or output per shift on a bottleneck line or asset without additional capital spend.

New Technology Roll-out

  • Increase the adoption rate of a new system, platform, or tool among a defined user group within 100 days, moving from installation to active daily use.
  • Increase the proportion of transactions or processes fully migrated to the new platform by Day 100.
  • Reduce error rates and rework associated with the transition period.

Culture Change and People Performance

  • Increase the number of frontline teams actively using a new performance management or safety practice, measured by observable behaviour rather than training attendance.
  • Reduce lost-time incidents or near-miss rates at a targeted site within the sprint, demonstrating that culture change produces measurable safety outcomes.
  • Reduce absenteeism or turnover in a targeted team or business unit by addressing the specific drivers identified at the start of the sprint.

Apply now to organise a 100-Day Challenge in the Private Sector.

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100 Days of Action. A Lifetime of Change.

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Thought starter reflection questions

Jot down thoughts on these questions – to the extent they are relevant to your experience at the session:
  • When did the mood in the event shift from “why are we here?” to “this could be interesting – I am excited to be part of this.” What triggered this shift? 
  • When did you have to go “off script” on the agenda or to change the agenda? What triggered this? What did you adjust? How did it go?
  • What was most surprising to you at the event?
  • What new insights did you gain about the issue at hand, and about the way leaders in the system interacted with each other?
  • Where did the conversation get stuck? What got it unstuck?
  • How would you characterise the level of trust among participants in the meeting? To what extent did this shift as the meeting progressed? To what do you attribute this shift, if indeed it happened?

Thought starter...

Reflection Questions 

Jot down thoughts on these questions – to the extent they are relevant to your experience at the session:

  • When did the mood in the event shift from “why are we here?” to “this could be interesting – I am excited to be part of this.” What triggered this shift? 
  • When did you have to go “off script” on the agenda or to change the agenda? What triggered this? What did you adjust? How did it go?
  • What was most surprising to you at the event?
  • What new insights did you gain about the issue at hand, and about the way leaders in the system interacted with each other?
  • Where did the conversation get stuck? What got it unstuck?
These are 100-Day Challenge Mentors. 

They did some work before you received the Challenge Note. This included:

  • Writing the Challenge Note, and making sure that the leaders of all the organisations represented on the team are comfortable with it – and committed to supporting the work of the team
  • Helping the leaders of these organisation recruit you and your colleagues to the team
  • Gathering some baseline data and other information that will help you and your teammates set your 100-Day goal and develop your plan.
  • Making sure all the preparations are made for a successful Lift-Off workshop, when you and your teammates will meet and get your 100-Day Challenge started. This includes venue, facilitation support, food, swags, comms, travel arrangements and whatever else is needed.

 

Mentors will participate in all or part of the Lift-Off Workshop, mostly at the start to provide context and answer questions, and at the end to give you and your teammates feedback about the goal and plan you develop.

During the 100 days following the Lift-Off Workshop, here’s what the Mentors will do:  

  • They will check in every two weeks with the team leaders to see how the team is doing and what support they and the team need.
  • They will keep other organisational leaders informed and engaged during the 100 days, and pull them in to help as needed.
  • They will participate in the last part of the Refuelling Workshop, halfway through the 100 days, to see what additional support the team needs, and to begin to plan with the team for sustainability and scale-up.
  • They will work with the team at the Sustainability Workshop to finalise recommendations on sustaining the results and building on the work of the team.