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Experienced managers are available to guide strategic repositioning processes

Once management consultants have presented their analysis and recommendations for a company's strategy, implementation  is in the hands of the corporation itself.

However, occasionally,  companies lack the  'hands' to implement  a strategy or change programmes that will lead them to succeed. This is  when an interim manager can help - a solution  produced two decades ago by Boer & Croon,  a Netherlands consulting group.

In 1988, Boer & Croon partnered with Egon Zehnder International,  a global executive search firm, to establish Executive Interim Management,  a search and placement firm  dedicated to providing experienced leaders to corporations to facilitate and accelerate change.

Whenever corporations are stuck in situations such as strategic repositioning, reorganisation, mergers and  acquisitions, or market penetration,   needing a high-powered leader to ease the headache, they can   take the interim management approach.

'Most of our executives are retired executives with very strong track records,' said Chee-lung Tham,  the firm's managing director.

These interim managers are usually in their late 40s with more than 20 years of senior management experience.  They are  keen to use their experience and talents to contribute and make a difference to a corporation.

'The most senior candidate that we have placed is a 67-year-old executive,' said Mr Tham.

The concept has been adopted by corporations around the world. Recently, the  mainland market  embraced it -  including multinationals entering China, and Chinese corporations expanding abroad.

'This is the second wave entering China - they are usually small and medium-sized enterprises or simply not global market leaders,' said Roger Ho,    also the firm's managing director.

'They cannot afford to make big mistakes  as the joint-venture pioneers did years ago. By hiring executives who are equipped with solid experience in setting up and managing joint ventures, and opening up markets in China, they can benefit immediately,' he said.

Mainland corporations can hire interim managers to open up markets and establish operations abroad. An apparel manufacturer or retail operator might hire an interim manager to build a regional network and set management directives and systems for young and potential managers to follow.

Family-owned corporations also welcome the idea. These days, a lot of family businesses aim at transforming themselves into   professionally managed corporations - a process that encounters dramatic changes in culture and mindset.

When they hire an interim manager, the process can be achieved in a more efficient and less painful manner - with expectations more easily managed. 'Family members do pay more respect to an interim manager who is professionally trained. Most important, they are only there for a set period of time.' said Mr Tham.

Most interim managers are at the chief executive level, and functional interim managers in finance, human resources, information technology or marketing and sales are also common.

The interim chief financial officer is a good example. Prior to a listing, a powerful and influential chief financial officer is essential to developing capital-raising strategies, dealing with investment bankers and institutional investors, and raising corporate profile for a successful listing. After this process - which can be achieved in nine months - when a financial controller is needed to manage the operations, the responsibilities can be borne by either a new hire or an existing controller.

On top of achieving noticeable results, corporations can also enjoy several advantages: high flexibility, cost effectiveness and minimal risks.

'Usually, our clients are in burning situations when they turn to us. They cannot wait for another eight months to find the right candidate through an executive search firm. At times, the situation is in such turmoil that it needs a powerful, influential and experienced individual to step in,' said Mr Tham.

An interim manager can be identified and placed within  three weeks.

These interim managers are at a stage where they are no longer looking for career progression and development. Corporations do not need to worry about offering them a career path in order to retain them. They are assured that the managers will stay with the corporation to deliver results without creating disappointments. Saving on training and development resources, corporations can also reduce huge costs such as holidays, sick leave, school pay, and any other fringe benefits that senior executives might enjoy.

'We conduct a comprehensive diagnosis to identify real and pressing business issues. Then we draw up a set of deliverables and objectives for an interim manager to fulfil,' said Mr Tham.

'After the interim manager is on board, we act as a counsellor by regularly checking in with the manager as well as the corporation. Sometimes, we are the bridge between the interim chief executive and the board of directors. We facilitate and guide the process, we also monitor and ensure that results are being achieved and delivered,' he says.



Talent pool of leaders helps usher in change