Conclusions
Download: "Interim Management Guide For Business Managers"
Professional interim managers provide organisations with an elastic capability and resource to achieve a wide range of outcomes. They give added value in their ability to transfer skills and competences into organisations and to drive outcomes in the most challenging circumstances. Their commitment to a comprehensive exit plan is a unique, transparent offering of great benefit to customers. Executives and businesses that have used interim managers previously, are a major source of new assignments because they have a clear recognition of the delivered value.
Interim Managers are catalysts for change across all sectors of public and private enterprises. Their career choice gives them an independence and objectivity, enabling confident and effective interventions as
- transition leaders
- change agents
- turnaround and efficiency specialists
- solution providers
- fire-fighters and
- trouble-shooters.
They operate primarily at management and executive levels with proven ability to deliver at all levels, combining knowledge, technology, process, and people skills.
Titles, however, rarely trouble interim managers; They are initially judged by their personal capabilities and finally by their results.
Acknowledgements
This strand: “Interim management for business managers”, was prepared by Ad van der Rest, Les Ormonde and Hilary Husbands, on behalf of the IIM, based on multiple sources and discussion about the ‘essence’ of interim management. It utilises prior articles on the interim management ‘value proposition’ and ‘lifecycle’.
Thanks go to multiple seasoned interim managers and executives who supported the preparation of this guide and to the many individuals who participated in the discussions that formed part of the drafting of the related guide:
Mike Abbott, Malcolm Ashton, Rohan Badenhorst, Bryce Barrett , Richard Bednarek, Viv Blake , Dawn Bonner, John Bowen, John Bridges, Julia Briggs, Roger Brookes, Philip Carmichael, Ray Cooney, Stuart Copeland , Val Croft , Steve Crooks, Steve Daniels, Martin Eley, Roger Emmens, Tony Evans, Angela Franks, John Gelmini, Nick Gendler, Chris Hampshire, Ron Howgill, Matt Jefferson , Nick Lake, Ian Lawson, Sara Livesey, Martin Lloyd-Penny, Brian McLelland, Diane McWade, Andy Montgomery , Iain Mortimer, Matthew Needham, John Niland , Paul Nixon, James O’Loughlin, Dr Alf Oldman, Yvonne Payne, Eamonn Phillipson, David Philpott , Tom Pickering, Kevin Pritchard, Robert Purse, Graham Rae, David Randall, Nick Robeson, George Rooley, Andy Rothery, Barry Ryan, Alan Salamon, Eva Samuelsson, Noeleen Schenk, Katrina Shepherd, Tim Spriddell, Mark Stacey, Alison Stevens, Andrew Tebano, Sue Thomas, Andrew Turner, Paul Vousden, Philip Walker, George Williams and Wendy Williams.
« Getting the best from an interim manager
Download: "Interim Management guide for business managers"
Professional interim managers provide organisations with an elastic capability and resource to achieve a wide range of outcomes. They give added value in their ability to transfer skills and competences into organisations and to drive outcomes in the most challenging circumstances. Their commitment to a comprehensive exit plan is a unique, transparent offering of great benefit to customers. Executives and businesses that have used interim managers previously, are a major source of new assignments because they have a clear recognition of the delivered value.
Interim Managers are catalysts for change across all sectors of public and private enterprises. Their career choice gives them an independence and objectivity, enabling confident and effective interventions as
- transition leaders
- change agents
- turnaround and efficiency specialists
- solution providers
- fire-fighters and
- trouble-shooters.
They operate primarily at management and executive levels with proven ability to deliver at all levels, combining knowledge, technology, process, and people skills.
Titles, however, rarely trouble interim managers; They are initially judged by their personal capabilities and finally by their results.
Acknowledgements
This strand: “Interim management for business managers”, was prepared by Ad van der Rest, Les Ormonde and Hilary Husbands, on behalf of the IIM, based on multiple sources and discussion about the €˜essence€™ of interim management. It utilises prior articles on the interim management €˜value proposition€™ and €˜lifecycle€™.
Thanks go to multiple seasoned interim managers and executives who supported the preparation of this guide and to the many individuals who participated in the discussions that formed part of the drafting of the related guide:
Mike Abbott, Malcolm Ashton, Rohan Badenhorst, Bryce Barrett , Richard Bednarek, Viv Blake , Dawn Bonner, John Bowen, John Bridges, Julia Briggs, Roger Brookes, Philip Carmichael, Ray Cooney, Stuart Copeland , Val Croft , Steve Crooks, Steve Daniels, Martin Eley, Roger Emmens, Tony Evans, Angela Franks, John Gelmini, Nick Gendler, Chris Hampshire, Ron Howgill, Matt Jefferson , Nick Lake, Ian Lawson, Sara Livesey, Martin Lloyd-Penny, Brian McLelland, Diane McWade, Andy Montgomery , Iain Mortimer, Matthew Needham, John Niland , Paul Nixon, James O€™Loughlin, Dr Alf Oldman, Yvonne Payne, Eamonn Phillipson, David Philpott , Tom Pickering, Kevin Pritchard, Robert Purse, Graham Rae, David Randall, Nick Robeson, George Rooley, Andy Rothery, Barry Ryan, Alan Salamon, Eva Samuelsson, Noeleen Schenk, Katrina Shepherd, Tim Spriddell, Mark Stacey, Alison Stevens, Andrew Tebano, Sue Thomas, Andrew Turner, Paul Vousden, Philip Walker, George Williams and Wendy Williams.
