Watkins reflects on the evolution of his career and the inspiration behind the book. He explains how, in 2001, there was a dearth of information on leadership transitions and onboarding new hires. Despite initial reservations from colleagues at Harvard Business School, Watkins was drawn to the “virtually untilled field from both intellectual and practical points of view” to help new leaders manage these critical transitions (1).

Watkins shares his journey, which began with coauthoring a book in 1999 and led to developing workshops for Johnson & Johnson's corporate management group. The book itself emerged from his experiences working with leaders at various levels, providing practical frameworks and tools to accelerate transitions.

The preface underscores the book's remarkable success and long-lasting impact. He recalls it being reviewed as a “business classic” and acknowledged as “one of the best 100 business books of all times” (2). It was also named as the “onboarding bible” by The Economist in 2006. Watkins reflects on the way The First 90 Days played a pivotal role in shaping the field of talent management, onboarding, and CEO succession, reinforcing its importance in modern corporate culture.