The First 90 Days as a CEO: A Roadmap for Success
During a job interview for the position of a CEO of a large multinational company, I was asked what my priorities would be in the first 90 days. The interviewer leaned forward, watching me closely, clearly expecting a well-thought-out answer. I had given this a lot of thought before, having worked in leadership roles and encountered similar challenges. Yet, as I responded, I couldn’t shake the feeling that my answer could be sharper, more refined.
After the interview, I reflected on the question more deeply. What makes the first 90 days so crucial? How do successful CEOs navigate this critical period? I turned to case studies, expert opinions, and personal insights from top leaders. The result of that exploration is this blog—a roadmap to what truly matters in a CEO’s first 90 days.
Stepping into the role of a CEO is akin to taking the wheel of a high-speed train that has already left the station. The first 90 days are critical—they set the tone for leadership, determine credibility, and shape the strategic direction of the company. Whether the CEO is inheriting a thriving business, a struggling enterprise, or an innovative start-up, the key to success lies in three fundamental actions:
1. Identifying strategic issues
2. Putting out fires
3. Delivering quick wins
By effectively managing these areas, a CEO can create momentum, win the trust of stakeholders, and lay the groundwork for long-term success. Let’s explore these priorities in depth, backed by real-world examples from India and around the globe.
1. Identifying Strategic Issues: Seeing the Big Picture
A newly appointed CEO must begin by identifying the company’s most pressing strategic issues. This requires deep listening, critical analysis, and rapid learning. The focus should be on understanding the business model, competitive landscape, internal capabilities, and potential disruptors.
Learning from the Ground Up
Ajay Banga, former CEO of Mastercard and now President of the World Bank, exemplified this approach when he took the reins at Mastercard. He spent his initial months speaking with employees at all levels, customers, regulators, and partners to understand the challenges and opportunities. His insights from these conversations helped him drive Mastercard’s transformation from a traditional payments company into a digital powerhouse.
Similarly, Indra Nooyi, during her early days as CEO of PepsiCo, recognized that consumer preferences were shifting toward healthier options. By identifying this strategic shift early, she positioned PepsiCo for long-term growth through acquisitions of brands like Tropicana and Quaker Oats while diversifying the company’s portfolio into nutritious foods.
Understanding the Market Landscape
Indian start-ups also offer valuable lessons. When Kalyan Krishnamurthy took over as Flipkart’s CEO, he immediately honed in on strategic issues like competition from Amazon, weak profitability, and supply chain inefficiencies. His initial focus on tightening financial discipline, scaling high-margin categories, and leveraging data-driven decisions allowed Flipkart to regain its competitive edge, ultimately leading to its acquisition by Walmart.
How to Identify Strategic Issues as a New CEO
• Engage stakeholders: Meet with key investors, board members, and top executives to gauge their perspectives.
• Talk to employees: The best insights often come from the front lines—sales teams, customer service representatives, and product managers.
• Analyse market trends: Understand what’s happening in the industry, who the competitors are, and what technological disruptions could impact the business.
• Assess internal strengths and weaknesses: Conduct a SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats) to determine where the company stands.
2. Putting Out Fires: Addressing Immediate Challenges
A CEO’s job is not just about long-term vision—it’s also about firefighting. The first 90 days often reveal operational inefficiencies, financial risks, and cultural challenges that require immediate intervention.
Crisis Management in Action
When Satya Nadella took over as CEO of Microsoft, the company was struggling with internal silos, declining innovation, and lagging cloud adoption. Recognizing the urgency, he quickly addressed cultural toxicity by promoting a “growth mind-set” and encouraged collaboration between departments. His decisive action helped reposition Microsoft as a leader in cloud computing, making Azure a formidable competitor to AWS.
In India, Chanda Kochhar, the former CEO of ICICI Bank, faced a liquidity crunch during the 2008 financial crisis. She had to act swiftly to restore investor confidence, streamline lending policies, and strengthen risk management. Her immediate actions ensured the bank’s stability during one of the worst financial meltdowns in history.
What to Prioritize When Putting Out Fires
• Operational inefficiencies: Identify bottlenecks that are slowing down growth.
• Crisis communication: If there is a PR or investor relations issue, address it head-on.
• Workforce morale: Uncertainty can breed anxiety among employees. Holding open forums and direct conversations can ease concerns and boost confidence.
• Cash flow management: If financial distress exists, optimize working capital, renegotiate contracts, and explore short-term financing solutions.
3. Delivering Quick Wins: Building Momentum and Trust
The best way to earn credibility as a CEO is by delivering quick wins that demonstrate leadership effectiveness. These should be visible, impactful, and aligned with the company’s long-term goals.
Strategic Quick Wins from Global Leaders
When Sundar Pichai became CEO of Google, he quickly focused on streamlining the product portfolio and enhancing Google’s AI and cloud services. His early wins, such as the expansion of Google Cloud and improvements to the Android ecosystem, helped establish his leadership as Google continued to dominate the tech landscape.
In the Indian context, when Falguni Nayar, CEO of Nykaa, led the company’s IPO, she made strategic decisions that boosted investor confidence and cemented Nykaa’s leadership in India’s beauty e-commerce space. Her focus on improving user experience, expanding product categories, and launching high-profile brand collaborations demonstrated early success.
How to Secure Quick Wins as a New CEO
• Optimize low-hanging fruit: Small operational changes can have a significant impact—like reducing supply chain inefficiencies or cutting redundant costs.
• Empower teams: Make high-impact hires or promotions to show commitment to talent development.
• Enhance customer experience: Introduce simple yet effective improvements, such as better service policies, loyalty programs, or improved UI/UX.
• Publicly share milestones: Communicate wins to employees, investors, and customers to build positive momentum.
Balancing Act: Managing the Immediate and the Strategic
The most successful CEOs understand that identifying strategic issues, putting out fires, and delivering quick wins are interconnected. While tackling immediate challenges, they also need to focus on the long-term vision.
Case Study: The Turnaround of Tata Motors
Guenter Butschek, the former CEO of Tata Motors, exemplified this balance perfectly. Upon taking charge, he identified critical strategic issues like declining sales, weak operational efficiency, and a fragmented business structure. While addressing these long-term concerns, he also dealt with short-term fires such as supply chain disruptions and quality control issues. At the same time, he delivered quick wins by revamping product portfolios, enhancing dealership experiences, and launching successful new models like the Tata Nexon.
Final Thoughts: Leadership for the Long Run
The first 90 days are crucial, but they are just the beginning. CEOs must use this period to establish credibility, gain insights, and create momentum. By effectively identifying strategic issues, tackling immediate fires, and delivering quick wins, a CEO can set the foundation for long-term success.
However, a strong foundation, while necessary, is not sufficient. The first 90 days lay the groundwork, but sustained success requires continuous strategic action in the months and years to come. CEOs must remain agile, keep evolving, and build upon their initial momentum to drive enduring business transformation.
References
• Lancefield, D. (2021). Your First 90 Days as CEO: How to Balance Strategy and Execution. Harvard Business Review.
• Kotter, J. P. (1995). Leading Change: Why Transformation Efforts Fail. Harvard Business Review.
• Watkins, M. (2013). The First 90 Days: Critical Success Strategies for New Leaders at All Levels. Harvard Business Review Press.
