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Interim Management

For longer-term problems, we can provide interim management at director or senior manager level.

When addressing interim engagements, a key factor we take into consideration is corporate culture, the way individuals relate to each other within an organisation and they way they feel about the organisation.

Corporate culture has a profound impact on the approach that needs to be taken in tackling projects.

For example, in organisations where employees are frequently long-serving e.g. banks, utilities, an individual's career will outlast many roles, but will build strong relationships with some colleagues over several "engagements".  Where that colleague is more senior, we often see a patronage system developing, where "who you know" is far more important than "what you know".  

The challenge here is to clarify the personal loyalties within the team and understand what impact these have on the successful execution of roles.

A very different scenario occurs in organisations that are used to taking risks as part of their business e.g. energy.  

This tends to breed a culture in which new ideas are welcomed and the focus can be much more on benefits and process.

We ascertain the nature of the culture in the client organisation and tune our approach accordingly.

We look at the metrics used by the organization to track its performance and work to focus Management Information (MI) on project delivery.