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Interim Process


INTERIM PROCESS

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Offer - interim process phase 1
Intake at client
Pre-selection of interim executives
Introduction of interim executive at the client
Contract

Start Assignment - interim process phase 2
Notification
Analysis
Plan of Action
Continuation

Executing Assignment- interim process phase 3
Interim progress reports
Consultation
Decision making
Preparing the assignment completion
Selection follow-up

Termination - interim process phase 4 and last
Messaging
Transmission
Guidance
Evaluation

Offer - interim process phase 1
Intake at client
• preparation and aspects of which clarity should be obtained
- customer organisation
--- type of company, strategy and objectives, organisation structure with key positions and reporting lines/consultation structure, products/services, market position, reputation
- financial position
--- profitability, cash flow/solvency, possible investments
- culture
--- core values and principles, systems and procedures
- management
--- leadership style, management methods, turnover/absence and motivation staff
- stakeholders
--- entrepreneur, shareholders, key positions/management, personnel/employees, suppliers, competitors
- analysis
--- a shortened swot analysis
• general inventory of problem definition, needs and (realistic?) expectation of the client
• determining the feasibility and conditions of the objective (in this it is also vital to know what the client does NOT want!)
• obtaining and collecting the information from the client
- the organisational structure, management, internal and external conflicts, products/services and markets, competition
• explaining interim management services, interim process and possible options
• jointly drafting
- interim management profile;
--- e.g. knowledge and experience, personality,
- interim manager tasks;
--- e.g. work area, tasks and objectives, reporting and consultation lines, powers and ad interim title
• go or no-go assessment
- unclear need and/or contradictory problem (demand is insufficiently specific, sometimes just only a request to offer a ‘standard’ interim manager)
- missing information or insufficiently broad orientation (as only one contact person)
- insufficient internal support or acceptance of sponsors and consent representatives
- lack of a suitable candidate interim manager
- framework and given conditions are inadequate to carry out an interim assignment successfully.
Pre-selection of interim executives
Following the competence profile, which consists of
• type of assignment
• sector experience
• function, position
• leadership style, management style
• personality characteristics
• abilities
- social, cognitive (in particular information recording, processing and presentative) and functional abilities
• motivation
• availability (time, costs and location)
we select the most suitable associated interim manager.
We consider it our duty to make the (pre)-selection and as a rule, we introduce and propose only one candidate, of which we are absolutely convinced that he/she can realise the intended result within the set conditions.
After all, Consultdustry is not an employment agency.
Introduction of interim executive at the client
Clients can assume that the candidate interim manager we have selected will have sufficient qualities for the assignment. But customer determined, and it's about personal appreciation, an energetic vibe and trust. Mutual trust is at least to be understood; for the client as a good investment in the company and for the interim manager a well-concluded assignment.
If that ‘trust and good feeling’ is missing from the proposed candidate interim manager, we will introduce another candidate on the characteristics indicated by the client.    
Contract
Should the customer choose our associated interim manager, we will have to be agreed, in mutual consultation, on the assignment description and contractual conditions. We always include our actual code of conduct. We expect the contracts to be accepted and signed before the interim management assignment effectively starts.


Start Assignment - interim process phase 2
Analysis
Before drawing up a plan of action, one will have to study the situation thoroughly, it will consist of studying and/or executing
• written reports,
- annual financial statements, management reports, meeting notes, balance scorecards, audits etc.
• interviews
- key positions/management and other leading stakeholders
• process analysis
- gain insight into evident pitfalls, stagnations, interfaces and potential gains
--- of main and support processes
--- process and functionally oriented
--- who, what, when and how
--- costs of processes and process phases
--- measurable
- the value of those processes for the company (and for whom) and company’s customers
--- avoid non-added-value in process phases such as checking, correcting, transporting, preparing
• internal and external analysis
- a SWOT of the current and desired future
• benchmark/competitor analysis
- compare with competitors to gain insight into improvement opportunities
• company audit
- overall company valuation
• assessment of the contribution of key stakeholders to the interim management project
--- who are influential supporters, and how to make the best use of them
--- who are the active/passive opponents, what effect do they have and how to neutralise this and/or to positively reverse
--- determining the support for the analysis and interim objectives.

Plan of Action
This can and should have the following topics and chapter format
1. Interim Assignment Base
- problem definition at intake
- outcomes of analysis
- current problem definition
- alternative solutions
- proposed solution
2. Scope & Objective
- formulation of goals
- outside scope / non targets
- conditions
- assumptions
- key principles
- intended results (accurate and if possible measurable specification)
3. Interim Management Project Control
- the reporting needs to be feasible and contain realistic content of the following aspects to
- status, shortcomings, disruptions, conflicts, changes, necessary and additional requirements of
--- achieved results
--- progress of other intended results
--- time; lead time, delivery of final goal
--- resources/funds; needed and spent on the interim management project
--- information/knowledge; needed for the interim management project
--- organisation project team and involved persons; occupation etc.
--- communication; internal and external communication plan
--- contracts; such as external resources
--- quality assurance; specification of intermediate and final goals
--- risk management; risk objects/factors and mitigating measures
4. Action Program
- the deviations and changes
--- intended results
- actions to be taken according to management aspects (time, money, information, organisation, communication, contracts, quality assurance and risk management)
--- actual planning of concrete defined (intermediate and final) results to their milestones
--- statement of relations and dependencies of the milestones planning
5. Project organisation and responsibilities
- team/people involved per subproject/milestone
- roles of those people, their responsibilities and authorities
6. Budget
- status and forecast
- - possibly adjustments and contamination
7. Operational Management
- critical success factors
- disruptions
- financial results
- operational management action program
8. Cooperation Client, Interim Manager And Supervisory Interim Agency
- satisfaction/expectations
- possible adjustments and continuation
- determine next formal consultation
- adding specific agenda topics
9. Decision Making
- list of decisions to be taken
- request for approval of the proposed decisions
--- outcomes will be; unchanged implementation, implementation under certain conditions, to be decided later (additional information/analysis required, extensive analysis needed or second opinion) subject to further order on hold, completely expired/no longer applicable
10. List Of Attachments
• minutes of the meeting in which the Plan of Action was discussed and the decisions taken