The company has appointed an Englishman, John Browett, to head its international network of stores. Next month Browett will move from Hemel Hempstead in Hertfordshire, to Cupertino California and one of the most innovative technology companies in the world.
Heading up the chain, which currently comprises 361 stores worldwide, may be the perfect project for the unconventional Browett, who said he wouldn't have wanted any other job. Like the late Steve Jobs, Browett doesn't wear a suit or tie, and is said to hate typical boardroom business culture.
Apple head-hunted Browett from highstreet retail outlet Dixons, where he presided over a challenging but largely successful turnaround since becoming CEO in 2007.
Chief among his achievements was an overhaul of Dixons' reputation for bad customer service, and he shepherded the company from the brink of bankruptcy to the point whereanalysts are now cautiously optimistic about its future prospects.
Browett is due to start his new role at Apple's Infinite Loop in April. And his hiring is itself a result of the reshuffle brought about by the arrival of the new CEO Tim Cook, to whom he will be reporting directly as senior VP of retail. Browett replaces Ron Johnson, the inventor of the 'Genius Bar' - Apple's unique in-store customer service centres.
By joining such a phenomenally successful and independently minded company Browett is setting himself quite a challenge. All great leaders need to know exactly what the big leadership transition is that they will need to make in taking on a new role. Browett will need a keen understanding of his own personal strengths and how to effectively exploit them, in order to make an early and lasting impact. Browett's first 100 days as VP of retail will be a significant indication of how he will fare in the long term - and all eyes will be on him.
As Browett will face many challenges in his new role, he needs to proactively aim to identify what these are likely to be before they crop up. In which case he won't be blindsided, and should be able to avoid derailment from the key strategic priorities. In taking over the retail expansion of Apple, Browett may face opposition to any mandate for changes to a format which has thus far proved so effective. Following after the legacies left by Johnson and Jobs will not be easy. But a leader needs people drive his vision. A strong healthy team will be vital to Browett's success and leadership effectiveness.
So, during his first 100 days, one of his key tasks will be to assess the quality of his inherited team: decide who stays, who goes, and who else is needed. I recommend making these tough personnel decisions as early as possible into your tenure. He will also need to invest time in building new networks and relationships. There is little point in having the right vision and strategy in isolation.
Browett is facing into a period of intense learning and time pressures. He will need to learn fast, and not be afraid of making mistakes. Self-awareness is key. He will have to be able to critically assess his own performance and achievements throughout his first 100 days and beyond.
There is a lot to juggle in the early days of any new role appointment, and this is why a detailed plan is invaluable. It provides structure and focus during a challenging time.
Regardless of the level of experience, any leader should have a specific and clear plan - let's hope John Browett has his already written.
Any external hire joining an organisation is going to have to invest time in understanding the culture and in figuring out how to navigate the culture so that they have a successful first 100 days. We all know that Apple has a unique culture, and regardless of Browetts previous experience, he will need to pay close attention. He will need to identify what is likely to get in the way of his success in the first 100 days and what is likely to help accelerate his performance in the first 100 days.
The first 100 days sets the tone for the longer-term leadership of any new leader. Having such a senior role in Apple, one of the worlds most famous companies, means that the spotlight will be firmly on Browett. This spotlight will shine particularly strongly in the first 100 days - if he gets it right, it sets him up for success. If he gets it wrong......well, failure isn't an option in a company like Apple."
Niamh O'Keeffe (pictured), founder and managing director, First100
