This might be appropriate in some cases, but it's important to consider that you have a finite amount of social capital as a new leader. Once people get sick of poorly thought-out changes it can be hard to keep changing things and get buy-in, and talented employees (who almost always have someone asking to hire them) can be the first to leave.

I'm a fan of Chesterton's Fence [1]. Put effort into understanding the organization and why it's architected the way it is before making changes.

[1] https://www.lesswrong.com/w/chesterton-s-fence

absolutely. You have to get hearts and minds, and honestly that's the biggest job as any kind of leadership. I think if you say to people "We have to make changes, these are not arbitrary, the company needs to do X soon, and the best way to understand that is to make some short term uncomfortable changes. I want your feedback" etc, if you build trust through connecting your actions to your words, people can accept that.

The other part of that is ensuring that it doesn't fall disproportionately on certain sections of the company, and that you provide compensatory benefits like, say, comp overtime, extra vacation, bonuses, whatever is possible.