Added value of an interim manager
What I can offer you
This is how I proceed in a project:
Bring structure and rhythm to the business to promote efficiency and clarity.
Discovering new paths through agile thinking and action while innovatively developing digital business models, structures and processes.
Increase turnover and sales efficiency in a targeted manner, while leading goals and people transparently to success.
Turning crises into opportunities, recognising and exploiting potential through attentive listening.
Solve tasks, challenges and problems quickly and effectively.
My customers always say: It puts the horsepower on the road.
5 steps to the right Interim Manager
FAQ: Everyday life in my projects
A lack of trust is the nail in the coffin of any project and is very expensive. A project team without trust is not a team: it is just a group of lone fighters, regular communication, openness, transparency, recognition and empathy. You don't get trust, you have to earn it
One interesting reservation is the opinion that an external person cannot solve internal problems well because they would need to know the company and its environment much better - as well as an employee who has been there for years. In practice, however, this depends more on the role that a particular person is supposed to fulfil. In fact, many assignments are aimed precisely at productively utilising a more objective view. Bringing in a "breath of fresh air" is one of the most important criteria for clients. An interim manager also takes a more relative view of his tasks because he has already taken on similar ones in other companies. The broader perspective quickly pays off, for example, when investigating the causes of problems. The breath of fresh air is usually very welcome. The mandates are often also aimed at change in terms of content and are intended to break new ground, open up new opportunities and utilise previously untapped potential. In the search for truly innovative solutions, too much specific industry experience can even be a hindrance. It is difficult to think B when you have practised thinking A for years. Many years of industry and product knowledge can sometimes lead to routine arguments about the product and blind you to changes over time.
- The consultant brings in external knowledge and provides concepts and methods to develop a solution for the customer.
- The interim manager intervenes in day-to-day operations and assumes responsibility for implementation.
- Consultants and interim managers are similar in that they take on tasks that do not routinely occur in companies, but are rather the exception.
- Consultants such as interim managers are brought in when company-specific knowledge is less in demand than cross-company and cross-industry expertise.
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