For interim project, programme, and change management professionals
Why do organisations use Interim Management?
There are several factors that make the Interim Management offering increasingly popular and cost-effective to client organisations. These factors are characterised as a ‘Value Proposition’ that Interim Managers offer to their clients.
Although there is some variation at the margins of Interim Management (with Temporary Workers, Freelancers, Contractors and Consultants) the following factors are typical of the Interim Management Value Proposition:
Although there is some variation at the margins of Interim Management (with Temporary Workers, Freelancers, Contractors and Consultants) the following factors are typical of the Interim Management Value Proposition:
- Return on Investment. Interim Managers are often suitably overqualified for the roles at hand so they bring tremendous experience to address business issues and add value by using their skills and expertise to help deliver an outcome, solution, service or mitigate risk that provides a meaningful ‘Return On Investment’ to a client. Interim Managers are paid on the understanding of goals and objectives being delivered, and not simply on the basis of attendance.
- Speed. Interim Managers can be in place within days as opposed to weeks or months which is essential when time there are constraints. Being accustomed to engaging promptly with the situation, they quickly become effective upon taking up an assignment at a client organisation. Because of their suitably overqualified experience and expertise, Interim Managers also tend to conduct and complete assignments rather more effectively and quicker.
- Expertise. Interim Managers typically operate at a senior level in the client organisation, often being suitably over-qualified for the roles they take on. They often bring skills and knowledge not otherwise in place, to address specific skills gap or problem areas. Their suitably over-qualified experience and expertise enables them to be productive and make a noticeable impact from the outset, maximising the likelihood of success.
- Objectivity. Unencumbered by company politics or culture, Interim Managers provide a fresh perspective and are able to concentrate on what's best for the business. Being independent professionals, they are able to contribute honestly without constituting a threat to the incumbent management team. Not being part of a larger consulting or professional services business, they are not pressured into unnecessarily extending their current assignment.
- Accountability. Rather than taking on a purely advisory role, Interim Managers are managers who will take responsibility for, and manage, a business or project in their own right. They expect to be held accountable for results by being instrumental in an assignment’s successful delivery. They give clients the peace of mind that the business or project objectives are in hand.
- Effectiveness. Operating at, or near, board-level provides Interim Managers with the authority and credibility to effect significant change or transition within a company. Unlike a ‘temp’, they're not just there to ‘hold the fort’. They actively add value to the client organisation as a result of their expertise and approach, even in situations where the work and the decisions to be made are difficult.
- Commitment. Interim Managers maintain high professional standards because their future work relies upon referrals and a successful track record. They therefore have a stake in the success of the assignments that they undertake. More often than not, they are not interested in, and do not seek, permanent roles. This contrasts favourably with other ‘temporary workers’ who may take on interim assignments as a stop-gap measure while seeking suitable ‘permanent employment’.
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