Concept - Executive Interim Management


“Interim Management Where Comes Together: Operational Management, Advice & Implementation At C-level, The Ratio Of These, And Principle/Progress Management”

Almost all definitions of interim management remain superficial, but to understand the concept of interim management requires some explanation and deception. In our view, three aspects require a further explanation;
• the trinity of operational management, advice & implementation at C-level
• the ratio between operational management and change management
• the need for principle/progress management
Read our explanation below.

Operational management, advice & implementation at C-level
In brief, (executive) interim management essentially comprises the trinity of

Image: The trinity of executive interim management - operational management, consulting advice & planning and the implementing of changes and/or improvements

Executive Interim Management – the trinity of operational day-to-day management on c-level, advice and planning consultancy and the implementing of changes and/or improvements - the delivery of agreed, measurable & sustainable results !

Executive (c-level) interim management is
• advise,
• operational management and
• implementing changes and/or improvements
and exists of the following components,
• temporality,
• focused on unique organisational problem or task,
• managerial
- a 'tour de force' of hands-on operational, change and project management skills
• strategic direction
- consulting advice and planning skills
• a final responsibility
• delivery agreed outcomes
and can be classified by the impact of
• urgency and
• scope of the organisation.
and will need supervisory management to
• secure progress, efficiency, objectivity, quality and outcomes
• avoid conflicts
• add specific expertise

Note: usually we add “executive” to emphasize that interim management assignments and management role is at the highest level of a company or organization; c-level.
In recent years, temporary management has experienced tremendous growth, partly due to the flexibility of work and the enormous demand. It is understandable that many agencies have picked up this opportunity and present it as interim management; but in fact, this is an incorrect reflection of the service of, if we call it, functional interim management. Read here about Temporary Management

The ratio between operational management and change management
Executive interim management is typically the accomplishment of improvements and organisational changes based on issued recommendations or advisory reports. Besides the daily management, an interim manager is dedicated and appointed to implement the policy.
The ability to combine, on the one hand, to lead the organisation and on the other hand to implement changes at the highest level, and to find a balance in this. The operational organisation under control, while at the same time, making changes coming together in flow will give an unsettling dynamic in an organisation. Top interim executives have the skills to shift attention, to juggle with priorities, to curb forces, to mitigate risks and do steer all on-going activities in the right direction.
As stated, interim management consists of both an operational - profession driven - management component and a change management component. As the change component has the upper hand, one can argue of an increasing
• impact (for the organisation)
• complexity
• risk of damage
• urgency
• a need for additional expertise and support.

Image: executive interim management assignment, change management versus temporary management is professionthe core activity

Need for principle/progress management
As the change management component has the upper hand, the role of the interim management agency will also increase. Supervising the interim management assignment with principle/progress management is highly recommended to achieve sustainable results.
Principle / progress management includes
• support customer in his sponsor role
we as Consultancy respect the courage and willingness of a client to hire interim management, as the client
- is often part of the problem/situation
- has transferred the powers for resolving the problem/situation to the interim manager
• bringing calmness and relativity
• preventing and mediating in (potential) conflicts
• convince the customer to recognise and accept the situation, necessity and the decisions to be made
• advice and being a sounding board
• intermediate and final reports (made by interim manager) and progress meetings
• preservation of objectivity, other perspectives, evaluation of analyses
• provide new insights and solutions
• sharing knowledge and experience
• quality control, monitoring the execution
• active support to the interim manager (as there will be resistance, dilemmas, internal policy/interests, painful solutions)
• insulate against stakeholders and preserve the interim manager, so that he/she can focus optimally on the assignment
• ensure correct completion of the assignment and coordinate the continuation of policy and transfer of tasks of the departing interim manager

In the image below; the interactions in executive interim management, the need of a mediator/mentor/controller, for the focus on interim deliverables.

Image: Interaction, steering, communication and control model for top-level executive interim management.