{"id":1712,"date":"2026-09-01T15:33:28","date_gmt":"2026-09-01T15:33:28","guid":{"rendered":"https:\/\/johncorr.com\/blog\/?p=1712"},"modified":"2026-09-01T18:40:03","modified_gmt":"2026-09-01T18:40:03","slug":"grade-the-execution-gap-you-inherited-before-you-write-your-initial-ceo-plan","status":"publish","type":"post","link":"https:\/\/johncorr.com\/blog\/grade-the-execution-gap-you-inherited-before-you-write-your-initial-ceo-plan\/","title":{"rendered":"Grade the execution gap you inherited before you write your initial CEO plan"},"content":{"rendered":"

You inherited a plan that is already running.<\/strong> The board still wants your 90-day plan in week four. That pack was written for a firm that is not the one you now have.<\/strong> Grade the execution gap this week. Do not write your initial CEO plan until you have.<\/strong><\/p>\n

I will not hide that behind a new strategy offsite.<\/p>\n

The pack is not the firm<\/h2>\n

It is your first Monday. The pack is on the table: last year’s strategy, the budget, the org chart, a transformation deck with a date on the cover. Someone has already booked the board for your “initial plan”. The slides are tidy. The firm is not.<\/p>\n

The last CEO did not leave you a blank page. They left you a machine that is still executing their choices. Initiatives are funded. People are hired against those initiatives. The CFO is already worried, and not yet loud.<\/p>\n

A newly appointed CEO of a US mid-market firm, or a UK one in the same range, is judged on the plan they write. They should be judged on whether they saw the gap first.<\/p>\n

Three things in that pack are usually true. The numbers were true when they were typed. The org chart was true when it was printed. The narrative was true for the person who needed it to be. None of that tells you what is happening this week.<\/p>\n

Three gauges, four colours<\/h2>\n

I grade the inherited gap on three gauges. Each one is A to D: green, yellow, orange, red. X is blue: unknown, work to do, not a fifth performance grade. If a gauge does not apply, omit it.<\/p>\n

Gauge 1, Plan versus delivery: is useful work still moving, or is the firm reporting activity against a plan that stalled 12 months ago?<\/p>\n

A: the live work matches the pack, and the pack still earns. D: the pack is a museum. The budget is still paying for it.<\/p>\n

Gauge 2, Whose agenda is running: is the leadership team on one list, or still finishing the last CEO’s list?<\/p>\n

A: one agenda, named in the room, with owners. D: two firms in one building. The previous agenda has the budget. Yours has the title.<\/p>\n

Gauge 3, Cash versus promises: can this firm fund what the pack still claims, without hoping for a second half that has not shown up?<\/p>\n

A: cash covers the next four quarters of what you will actually do. D: the promises need a year you do not have.<\/p>\n

The gap is not a missing slide. It is the distance between the pack and those three grades.<\/p>\n

A new CEO who writes a plan before this grade is writing on top of a machine they have not inspected. The board will hear ambition. The P&L will keep executing the old choices.<\/p>\n

What week one is for<\/h2>\n

Days 1 to 30 are not for a new vision. They are for the grade.<\/p>\n

Write A to D in plain language, on one page, for the three gauges. Name the two or three items that are still running because nobody killed them. Name the one item that is working and should keep the money.<\/p>\n

Do not run a 400-row diagnostic. Do not relaunch the transformation under a new name. Do not present a 90-day plan that is the old deck with your name on the first slide.<\/p>\n

Days 31 to 60: put numbers on the grades. Latest margin, cash, backlog, and the true status of the top five initiatives. If a grade is X, that is the work. It is not a pass.<\/p>\n

Days 61 to 90: then write the initial CEO plan. It should be short enough to say in the room. It should spend against the grades, not against the pack you inherited.<\/p>\n

What to do<\/h2>\n

Grade the execution gap you inherited before you write your initial CEO plan.<\/p>\n

Say yes to a one-page A to D grade in week one. Say no to a 90-day plan that is only the last CEO’s slides.<\/p>\n

The board will ask for the plan. Give them the grade first.<\/p>\n\n\n

Request a private briefing<\/h2>\n\n\n\n

The 90-Day CEO Reset starts with the grade, not the pack.<\/p>\n\n\n\n

\n
Request a private briefing<\/a><\/div>\n<\/div>\n\n","protected":false},"excerpt":{"rendered":"

You inherited a plan that is already running. The board still wants your 90-day plan in week four. That pack was written for a firm that is not the one you now have. Grade the execution gap this week. Do not write your initial CEO plan until you have. 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