Interim Management and Interim Managers
The principle of interim management and use of Interim Managers is firmly established in the UK, both in the private and public sector which has become the largest user of Interim Managers.
Whilst there are identifiable differences between Interim Managers and interim / freelance consultants, the common factor is engaging a highly-qualified / over-qualified individual to carry out an interim management role on a pro tem basis, normally based on a day rate.
The following table will assist you to consider the kind of Interim Manager or Interim Management service you would like to know more about
- CEO
- COO
- Finance Director / Manager
- HR Director / Manager
- IT Director / Manager / CIO
- Financial Controller
- Procurement Director / Manager
- IT Service Delivery Manager
- IT Infrastructure Manager
- IT Applications Manager
- Risk Director / Manager
- Programme Manager
- Project Manager
- Change Manager
- Business Architect
- IT Architect
- Risk Consultant
- Solutions Architect
- Manufacturing Consultant
- Business Analyst
- Telecommunications Consultant
- Security Consultant
Why does Interim Management work?
Personal success and maturity are the hallmarks of a seasoned Interim Manager. Their professional training and promotion path to senior positions, usually in a variety of appointments means they are well versed at gauging and working with superiors, peers and direct reports.
Identifying and prioritising key issues, dealing with rapid change and fitting into a new culture appropriately present no real difficulties to an accomplished Interim Manager.
And, of course, Interim Managers are well paid for their services knowing they are expected to deliver measurable results - on the clear understanding that their next assignment is likely to depend on their last performance.
What circumstances can lead to the use of Interim Managers?
- Undertaking a task no one else in the company is equipped to do
- Organisational and financial crisis
- Policy development
- Budgeting expertise
- New information technology programmes
- Special assignments eg third party negotiations, IT outsourcing, procurement, downsizing, business recovery planning
- Addressing stalled or late projects
- Short-term cover for the loss or absence of a key manager
- Change management and process improvement
- Bolstering an over-stretched / under-resourced executive pool
- World-wide initiatives requiring language fluency
- Due diligence
- Restructuring, mergers, acquisitions, disposals, flotations
- Relocations
- Entering new markets
- New, experimental and high-risk initiatives
- Taking charge of a difficult inaugural situation, which can then be adequately managed by a less senior manager
- Turnarounds from loss to profit; coping with success
- Flexibility eg: duration, location, role
- Imaginative HR planning and resourcing options
