Interim Process


INTERIM PROCESS

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Offer - interim process phase 1
Intake at client
Pre-selection of interim executives
Interim executive(s) introduction at 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, 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.


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