Starting on the first day of the second Trump administration, Washington’s center of gravity quickly coalesced into the hands of the White House, which has used the first 100 days to drastically reshape government. Like other recent administrations, President Trump has chosen to forego legislation in favor of executive orders, but he has taken it to an entirely new level in the trade arena, testing the limits of executive authority while businesses scramble to respond and litigation may be reputationally difficult.
As he promised on the campaign trail, Trump spent his first days focusing on immigration, imposing tariffs, cutting federal spending, reducing the federal workforce and adopting a more U.S.-centric foreign policy. Some of these issues are acute, while others, like his push to reform the global trading system and level the playing field for American industry, are likely to define his presidency over the long term. Wherever possible, Trump has directed policy himself, involving Congress only on major budgetary issues or when absolutely necessary. This approach reflects not only the GOP’s slim margins in Congress, but also the inherently transitory nature of much of Trump’s agenda—where policy decisions can be reversed suddenly without prior notice or institutional oversight.
Within the White House, competing factions are constantly vying to be the last voice Trump hears as he personally shapes policy. These internal power struggles, combined with his unpredictable decision-making style, have made volatility the norm. The dynamic is further complicated by ongoing tensions between his economic pragmatists and policy hardliners, creating a steady stream of palace intrigue around his top aides. This instability has been especially noticeable as the administration tries to define its governing approach and fill political positions.
Watching the Administration
Learning how to separate rhetoric from action is essential, especially as agencies interpret Trump’s orders on unprecedented issues such as university funding cuts, reciprocal trade policies and investigations and government reorganizations.
Expect rapid shifts and policy inconsistencies to continue, exacerbated by staff shortages and an overall strain on capacity. Eyes will remain on the Departments of Commerce and Treasury, as well as the Office of the U.S. Trade Representative (USTR), and U.S. Customs and Border Protection (CBP)—all under pressure to deliver results for Trump within significant time constraints. There are still many senior and mid-level political appointments that remain unfilled—not unusual for the first 100 days—and that exacerbates the disconnect between administration officials and the career trade specialists that provide essential support for negotiations.
Lessons Learned
Trump has taken pride in surpassing the number of executive actions issued by both his predecessor and President Franklin Delano Roosevelt (FDR): as of April 24, 2025, Trump has signed 139 executive orders, a new presidential record, with no signs of slowing down. His desire to transform government means that his policies will continue to impact business priorities in unexpected ways.
This means that there are opportunities, in addition to a range of risks, and engagement is advisable from defensive and offensive perspectives. Trump has shown that he is unconstrained by precedent and bureaucratic hurdles, is willing to move fast and believes deeply in the power and value of the private sector. While many businesses are frustrated by the unilateralism of the second Trump administration’s ultra-centralized decision-making, the right type of engagement can still be valuable.
Aligning investment and trade proof points and learning how to speak the Trump administration’s language—by recasting corporate priorities through its lens—are necessities. Foresight exercises, scenario planning, decision protocols and crisis procedures are crucial foundations all organizations should use to fortify their business-critical positions. Meanwhile, recognizing opportunities to overcome previously entrenched barriers to business can create openings for constructive engagement. Both require a thorough understanding of the administration’s priorities and how they can align with business objectives in a rapidly changing operating environment
Choosing strategic and low-temperature methods of engagement with the executive branch, Congress, and key states offers an ideal starting point. These voices still have power during urgent decision points as well as over time through sustained engagement.
Looking Ahead
The next phase of the administration will likely bring implementation challenges as Trump’s executive orders encounter legal, bureaucratic, and economic realities, and a range of stakeholders regain their footing. As we move beyond the first 100 days, both Congress and the states will become more important—particularly in relation to funding packages and in the lead-up to the midterms. The states, in particular, remain powerful stakeholders to regulate business and investment.
The next dates to watch will be in June, when Congressional reconciliation bills could be finalized for Trump’s comprehensive tax and spending priorities, his second deadline for TikTok expires and the Supreme Court is expected to publish opinions on key pieces of Trump’s agenda before it goes on summer recess. In July, Trump’s 90-day pause on reciprocal tariffs ends, so we’ll be following bilateral negotiations closely. We’ll also be watching for the results of the Section 232 investigations to assess the impact of imports of semiconductors, copper, lumber, trucks, critical minerals and pharmaceuticals on national security, which could come far sooner than the 270 days allotted.
In the current environment of sustained volatility, establishing a strong public affairs foundation and reinforcing infrastructure for engagement with all levels of government—federal, state and local—has become business critical. Proactive engagement with the legislative and executive branches as the Trump administration fills out its ranks will help create institutional buffers, while also maintaining long-term business priorities amid short-term uncertainty. The first 100 days have taught us that organizations that invest to lay this groundwork will be better positioned to weather immediate challenges while still maintaining a clear, consistent strategy and delivering long-term value.
