New surroundings, new approaches
There is a saying: ‘We are not facing a time of change, but a change of era’, which I think describes the current situation very well. Its implications are enormous, and we are only just beginning to glimpse the first of them. No one doubts that we are moving towards an environment where attracting and managing talent better than […]
There is a saying: ‘We are not facing a time of change, but a change of era’, which I think describes the current situation very well. Its implications are enormous, and we are only just beginning to glimpse the first of them. No one doubts that we are moving towards an environment where attracting and managing talent better than the competition will determine whether companies survive or not.
Some business leaders are already well aware of this, but their current situation and/or uncertainty about the future mean it is not advisable to burden their fixed-cost structure with new senior staff. And this is despite being fully aware of the need to strengthen the management of certain areas of their company, to tackle new projects, or to pursue the necessary reinvention and transformation of their business.
The new environment forces us to find new approaches and tackle challenges and problems differently. An example of this new approach is the role of the ‘Interim Manager’ (IM), which I am going to explain to you today.
An ‘Interim Manager’ (IM) is an executive (with extensive knowledge and experience) who provides their services on a temporary basis to an organisation. The IM therefore combines three characteristics: specialisation, experience and a temporary nature. They provide a ‘talent boost’ that does not entail fixed costs or future commitments, is accessible, and enables companies to tackle new projects or difficult situations with resources they would otherwise be unable to access.
There are IMs for all areas (each with their own area of expertise), and some typical situations in which they are required include: new projects, sudden staff absences (due to illness, death, redundancies or dismissals), restructuring and reorganisation, mergers and acquisitions, start-ups, and various crisis situations.
Like consultants, they bring fresh perspectives as a result of their knowledge of different organisations and corporate cultures. Are ‘Interim Managers’ therefore a type of consultant? Categorically NO. The difference lies in the fact that the IM carries out the actions; they ‘lead and deliver’. They do not merely analyse, diagnose and design an action plan; they also carry it out.
There is no doubt that ‘interim management’ is a new approach to tackling challenges and finding different solutions. Do not forget that this approach exists when you need a ‘temporary injection of talent’.
