When Kevin Johnson took the reins at Juniper Networks, in September 2008, he left a role that was, by some measures, much bigger: in his previous position, as president of Microsoft’s platform and services division, he had been responsible for more than $20 billion in revenue, including the company’s lucrative Windows business. By contrast, the sales at Juniper, a provider of IT networking infrastructure, were $3.3 billion during Johnson’s first full year as CEO.
The timing of his start date didn’t make his transition easy. During Johnson’s first week, Lehman Brothers collapsed and the global macroeconomic landscape changed dramatically. This required some quick moves: a doubling down on big R&D bets, for example, combined with significant cuts in other operating costs. All the while, Johnson tried to follow a set of transition principles that he described recently in an interview with McKinsey’s Endre Holen and Allen Webb.
Johnson’s suggestions: Seek advice before day one on the job. Don’t come in with a new strategy; instead, use your first few months to connect with the organization, set the strategic agenda, and shape a talent plan. Bring your top managers and your board along with you. Be very deliberate about how you will effect needed cultural changes. And don’t underestimate the increased scope of your new role.