How Interim Management Evolved

During the nineties, between downsizing and the dot.com era, business men and women are becoming endangered species. This means that organizations are left with little or no effect, the management of spare capacity. This created a space for the generation of management consultants. Subsequent evolution, however, ushered in a new, better adapted species – the Executive. “These ‘intérims” independent executives were taken in a short time frame for a specific job. Once the task was completed, they left without much fuss or a big pay-off.

These new ‘Interim Management Executives come into a company for a short time to solve problems
to a daily rate, without all the extras that accompany so many pay packages. That prefers to do the necessary changes and move on, rather than manage a stable situation or compete for position in the hierarchy of a large corporation.

When it becomes a function of vacancies in the short term, “Management intérims Executive can intervene to provide leadership in the short term while a permanent replacement is found – a process that can and should take many months. ‘Intérims’ then seem to offer an ideal solution for a variety of situations, including rotation, start-ups, close reduction, mergers and acquisitions and one-off projects.

Executive Interim Management can offer a clear solution to a ‘difficult’ and a problem that can address a range of situations. So why are not they more widely used? The fact is that many companies do not consider ‘Interim Management’ as an alternative. Instead they do what they have always done. When you require more management resources, or return to the head-hunters a permanent addition to the payroll or they bring in consultants to fill the gap. Both approaches are expensive and often inappropriate. “Interim executives offer a viable alternative to this dilemma. However, these organizations with direct experience of “Interim Management” believe “intérims” is a more appropriate and cost effective to implement change or transition, “management” of consultants. Interestingly the three most favorable features are: – Finance Director, Director of Special Projects and Managing Director.

There seems to be lack of understanding about the “provisional” concept. Most
of companies have not yet tried this approach. Everything is changing the business landscape. The pace of change is a disorder. The impact of globalization, new technologies and other disruptive forces means that companies can no longer remain static. Discontinuity seems normal now. It is now recognized that companies must respond quickly to market opportunities. Of the companies surveyed, a high percentage of thinking more difficult to attract talented people, than it was several years ago and another high percentage thought it very difficult to maintain. Given these trends, it seems as if “Interim Management” does not fit the bill. Given this information on corporate life, the next step is to determine the following: – ‘What has prevented the use of’ intérims’ roles in education? The answer seems to lie at least partly, with the failure of the industry to do business “intérims’ at the top. Just interim providers have failed to spread the message. However, through research There has been a clear growth in the’Interim market. What is most important for the long term prospects of the industry, it was found that there was a high level of satisfaction among companies that had used intérims and many say to use ‘interim managers again. Originally ‘intérims “were used as palliative administrators, but they are increasingly establishing themselves as a strategic resource. In the past ‘Interim’ providers have been seen as’ ad-ons “to the executive search and selection companies or consulting firms. Now the top suppliers in the market are now separated from the traditional recruitment and services consultancy to establish consultancy specializing in the ‘executive’ disposal. The investigation has confirmed that companies that have tried ‘Interim Management’ have found it very effective. This and other developments make it a good proposal for “Interim Management” They suggest the industry is now better targeted to address specific market segments. But the greatest difficulties lie in the boardrooms. Many companies still think that senior executives must be permanent appointments.

Just when the first of the ‘Executive’ species emerged is unclear. Most agree that this event took place somewhere in the Netherlands in the mid to late seventies.”Interim managers apparently offers a flexible way to secure additional funds.

The shortage of talent in the industry is already having an impact. Vocational intérims “seems to offer an economic alternative – where a contribution of knowledge management is needed for a transition period, the choice has tended to be workers from a senior manager of a permanent contract, or the use of consultants . The challenge, therefore “the middle” as the industry continues to mature is to present the case of firms in a more convincing. At present, in an environment where senior executives increasingly arrive and depart with unseemly speed, many companies already use de facto intérims, without any real benefits.