First 100 Days: Make or Break

Shape perception. Drive momentum. Lead decisively

Introduction: The Crucible of Leadership

The first 100 days are a time for boldness and clarity—a time when CEOs can express the purest form of their vision for the company. They can have the least tolerance for “the way we do things around here” and the best chance to set the pace, tone, direction, and expectations- A CEO’s First 1,000 Days Begins with the First 100, BCG

The first 100 days of a CEO’s tenure are often regarded as a defining period — a rare window to set the tone, establish credibility, and align stakeholders. While the timeline is symbolic, its importance is undeniable. CEOs who navigate these early days effectively can build momentum, inspire confidence, and lay the groundwork for long-term success. Conversely, missteps during this critical phase can lead to skepticism, eroded trust, and even premature failure.

The belief that CEOs must deliver immediate, transformative results is a myth. In reality, most leaders take far longer to make a significant impact. According to McKinsey, 92% of external hires and 72% of internal hires take more than 100 days to understand their organizations fully. Despite this, the early days remain pivotal — not because they demand instant success, but because they offer a rare opportunity to set the tone, shape the narrative, and build momentum. Most effective CEOs recognize that success requires both taking stock and taking action — understanding the organization’s realities before charting the course forward.

Why the First 100 Days Still Matter for CEOs

The notion of the first 100 days as a defining period for CEOs endures, not because it’s a magical timeframe but because it provides structure and urgency during a period of heightened scrutiny. While long-term success is rarely determined within this window, the actions a CEO takes — or fails to take — can significantly shape stakeholder confidence, organizational momentum, and public perception.

But why are the first 100 days so pivotal? It’s not just about making sweeping changes. It’s about quickly diagnosing challenges, identifying opportunities, and signaling intent. During this period, employees and investors watch closely to assess the CEO’s competence, clarity, and leadership style. The decisions made — or avoided — shape the narrative that follows. While the timeline is largely symbolic, it provides a powerful frame of reference. Investors look for signs of competence. Employees gauge leadership style. Customers seek reassurance. Every decision — or lack thereof — echoes loudly.

CEOs who navigate this period wisely often go on to achieve remarkable success. Others, however, falter under the pressure, leaving their companies in worse shape than when they arrived.

-CEOs Who Navigated Successfully

Let’s explore how various CEOs approached their first 100 days, leveraging the period not for hasty decisions but for laying the foundation for long-term success:

1. Hubert Joly (Best Buy): The Power of Listening

   
   

   In 2012, Hubert Joly became CEO of Best Buy as sales plummeted and Amazon loomed large. The company had become a "showroom" for online buyers, with demoralized staff and operational woes. Joly’s first 100 days were marked by a listening tour — visiting stores, engaging employees, and consulting customers and suppliers. By immersing himself in operations, he rebuilt trust by acknowledging challenges and forged partnerships with Samsung and Apple. Within a year, Best Buy regained market share and profitability, proving the power of understanding before acting.

   
   

   “I listen a lot and I don’t really say much.” “The rules of the game in the first week are: interview, discuss, listen, DON’T MAKE ANY DECISIONS.”- The First 100 days, EIM

   
   

2. Fran Horowitz (Abercrombie & Fitch): Repositioning a Brand with Confidence

   
   

   Fran Horowitz took over Abercrombie & Fitch in 2017 as its provocative brand image faltered with younger, socially conscious consumers. Her first 100 days focused on resetting the narrative through transparency—holding open dialogues with employees, commissioning rapid customer research, and shifting marketing toward inclusivity and authenticity. These moves laid the groundwork for a turnaround, with the brand regaining relevance and posting double-digit growth within two years. Horowitz’s early clarity and engagement set a transformative tone.

   
   

3. Brian Cornell (Target): Focusing on Core Strengths

   
   

   Brian Cornell joined Target in 2014 after a disastrous Canadian expansion and declining U.S. sales. Facing pressure for decisive leadership, he used his first 100 days to refocus on core strengths by leveraging stores. He exited Canada (accepting a $5.4 billion loss), invested in store remodels, and expanded digital capabilities, including same-day delivery. These bold moves restored investor and employee confidence, driving subsequent growth. Cornell’s willingness to act decisively while prioritizing customer experience showcased effective early leadership.

   
   

-When First 100 Days Go Horribly Wrong

1. Laxman Narasimhan (Starbucks): Overstepping Boundaries

   
   

   Laxman Narasimhan became Starbucks CEO in 2023, inheriting slowing growth, labor unrest, and operational inefficiencies. His first 100 days featured symbolic gestures, such as barista training and store shifts — moves critics deemed distractions from deeper issues. He offered no clear strategic vision, leaving labor disputes and systemic challenges unaddressed. Employee skepticism grew, shareholder confidence waned, and Starbucks struggled to regain momentum, highlighting the cost of misaligned priorities.

   
   

   "It is a matter of seeing the big picture in order to be able to give clear direction with broad milestone targets, rather than getting into early detail." - The First 100 days, EIM

   
   

2. John Flannery (General Electric): Strategic Paralysis and Lack of Vision

   
   

   John Flannery took over GE in 2017 amid financial instability and declining investor trust. His first 100 days adopted a cautious stance — focusing on internal assessments and cost-cutting without offering a transformative strategic vision. This paralysis failed to inspire stakeholders, who craved direction amid mounting pressure. Flannery’s lack of clarity eroded confidence further, setting a negative tone for his tenure. Flannery’s indecision led to a stock drop of over 50% during his 14-month tenure — one of GE’s shortest. His failure to act decisively or communicate a plan in the first 100 days amplified existing woes, culminating in his ousting.

   
   

3. Ron Johnson (JCPenney): Overconfidence and Misjudging the Market

   
   

   Ron Johnson joined JCPenney in 2011, fresh from Apple’s retail success. Overconfident, he overhauled pricing in his first 100 days — eliminating discounts for "everyday low prices" and cutting private-label brands. Ignoring JCPenney’s price-sensitive base, he rolled out untested strategies at scale. Sales plummeted by 25% in the first year, and Johnson was ousted in less than 18 months. His decisions caused significant financial losses and severely damaged JCPenney’s brand.

   
   

My First 100 Days as CEO: Navigating Seven Transformations

Firstly, you have to communicate with transparency by giving people the truth; and you need to give this to everyone: be it the executive team, customers, suppliers, or shareholders.”- The First 100 days, EIM

Over the course of my career, I’ve had the privilege — and the challenge — of leading seven major business transformations as CEO. Each experience was a baptism by fire. The first 100 days were not just a test of strategy but also a measure of resilience and belief. Managing the expectations of shareholders, employees, and customers while ensuring the business didn’t nosedive required both courage and conviction.

It’s a lonely battle. Many times, there’s no clear indication of whether your decisions will lead to positive outcomes. But that's when self-belief becomes your strongest guide. You take action, hope it works, and stay focused on the upside — because dwelling on the downside will only drag you further.

- The Seven Transformations: A Journey of Resilience

1. Alghanim Electronics (Kuwait, 2004): Transformed a loss-making business into Xcite, achieving 70% market share within one year.

2. Wansa (China, 2004-05): Turned around a struggling private label to become the market leader within two years.

3. The Mobile Store (India, 2010): Achieved a successful EBITDA-positive turnaround within one year at Essar Group.

4. Zee Entertainment (APAC, 2013): Developed and implemented a strategic roadmap to expand into 18 countries across the APAC region.

5. Al-Babtain Group (Kuwait, 2015): Transformed a three-year loss-making business into a profitable one within a year.

6. Emax (Middle East, 2016): Revived Emax, a leading consumer electronics retailer, from a decade of losses to profitability within one year.

7. Landmark Group (Middle East, 2017-20): Led a transformation to make Landmark more store-centric, improving financial performance, restructuring the organization, and creating a value-driven culture.

Framework for Future CEOs: Navigating the First 100 Days

There is no “one-size-fits-all” formula for business transformation, but based on my experiences and those of others, a structured framework emerges for how CEOs can navigate the first 100 days effectively. This framework divides the first 100 days into four distinct phases:

Framework: For navigating First 100 days

Embracing the Journey with Humility

The first 100 days are never easy. They are filled with uncertainty and require relentless focus. But they also offer a unique opportunity to set the tone for future success. When navigated with intention — by listening, observing, taking deliberate actions, and aligning stakeholders — the path to transformation becomes clearer.

Yet, amid all the strategy and decision-making, what often makes the biggest difference is humility. A CEO who enters with a willingness to learn, acknowledge gaps, and listen to others has a far greater chance of success. Employees at every level have valuable insights, and their voices often provide the clearest view of the business’s realities. Remaining grounded and seeking input are not signs of weakness — they are strengths that build trust and alignment.

In every business I have led, I have relied on this approach. It has helped me stay grounded, make confident decisions, and guide organizations through uncertainty. For any CEO stepping into a new role, the first 100 days are not about proving yourself overnight. They are about building trust, gaining insight, and demonstrating thoughtful leadership.

Conclusion: The 100-Day Advantage

The first 100 days remain a symbolic but powerful milestone for CEOs. It’s not about achieving complete transformation in this time — it’s about setting the tone, making clear decisions, and demonstrating early momentum.  Future CEOs face the same choice. Will the first 100 days accelerate your success or mark the beginning of your downfall? The answer lies in how they choose to listen, act, and lead

Leaders like Hubert Joly, Fran Horowitz, and Brian Cornell leveraged their initial days to inspire confidence and lay a strong foundation for success. Conversely, the failures of John Flannery, Laxman Narasimhan, and Ron Johnson offer stark lessons in the consequences of inaction, poor communication, and misreading market realities.

“At the start, you’re more of a farmer than a poet. Afterwards, you have

to be both a poet and a farmer – both inspiring action and producing

concrete results.”- The First 100 days, EIM

For future CEOs, the path is clear: Take stock, act, and signal intent. The first 100 days will not define your entire legacy, but they will shape the narrative — and in the world of leadership, perception is often as powerful as reality. By adopting a structured approach, CEOs can navigate these critical days with greater clarity, curiosity, humility, purpose, and long-term success.

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