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Interim Management
- Introduction to Interim Management
- What is Interim Management
- The evolution of Interim Management
- The role of the Interim Manager
- What makes a good Interim?
- MORI Poll
- Interims for Management roles UK & Worldwide - Interims V Consultants
- Crisis management
- Sudden departure
- Managing Change or Transition
- MBO's and IPO's
- Mergers and Acquisitions
- Project Management
- Family-owned Businesses
- The Corporate Environment
- The Venture Capital Industry
- Finding the right Interim Manager
- The Selection Process
- Questions to ask
- Interim Management as part of an HR Strategy
- Research
- Information for Interims
- Order your CBI Guides
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Interim management links:
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Why choose BIE?
What's New?2.1. Managing the Interim experience within the organisation
From experience, some respondents believe that in order for an interim to be successful at board level, the interim needs to understand what he has been brought in for. Cultural fit, as mentioned previously, is imperative. Additionally, the interim needs the right sponsorship from the Chairman and/or the Board, namely a very senior executive in the organisation who is going to support the interim.
Interestingly, the board-level interim with the right cultural fit could potentially also provide colleagues with a ‘shoulder to cry on’, as one respondent points out:
“When the guys (interims) came on board... they fit the culture, they are pretty sensible people. They almost became father confessor figures for the permanent members of the exec, for the board, because they could say things to these guys that they wouldn’t say to their colleagues round the executive table. So that fills an interesting role, ‘You’ll never guess what they have been telling me’ sort of thing.”
Within the organisation, stakeholders should be given a clear explanation about the role the interim is playing, and how this differs from that of permanent position. This can aid the interim’s integration process within the organisation – and indeed, several respondents report success in this respect with interims, more so than with consultants:
“From their point of view, interims have got some skill and consultants are floating in telling them they are fine and floating off again. Interims are much better for us than consultants.”
“I have got two interims who work for me at the moment and they are very much accepted as part of the organisation. But you wouldn’t say the same about the consultants we have working.”
Conversely, within other organisations, some respondents feel that there is still a lack of knowledge about what interims are and what they can do. Interims are thought of as being agency temps, casual employees, or people who simply want to do a job for a short period of time before their next permanent employment.
To discuss your interim management requirements with BIE call +44(0)20 7222 1010