A vacant role will need to be filled when a high achiever becomes temporarily or permanently unavailable, or when filling the role is taking longer than expected or desired.
It is not uncommon these days for it to take 12 months to fill a vacant position.
The identification and selection of suitable candidates, the availability and co-ordination of those involved in the decision-making process and, finally, the period of notice of the successful candidate: these are the factors which can lead to a prolonged delay in filling a role. This is particularly the case for demanding senior management roles, but also for expert roles with sophisticated qualification profiles.
This can lead to opportunity costs at the high end of six figures. This figure does not take into account the hidden costs of a management vacuum and the demotivating effects on employees. If the vacancy is unexpected and at short notice, the problems become even more acute.
In the case of temporary roles, such as parental leave or a sabbatical, the issues are similar but easier to plan for.
- Average length of a new placement of a senior manager (without induction): 150 days
- Optimal time to fill an interim role by contagi Interim Managers: 3 days
- The increasingly specialist nature of many sectors will further increase the average time needed to fill a senior role
A department, or possibly the whole organisation, is to be restructured.
Even in well-run organisations, profound changes can be unavoidable.
Restructuring, or even a turnaround, require specialist knowledge and methodological expertise which is, for the most part, not usually available in an organisation. Organisational transformation also requires difficult and radical decisions to be made and implemented, which can have a significant negative impact on the work of senior management following a successful restructuring.
Our restructuring experts are seasoned managers who have chosen to specialise in significant transformations. Their long years of experience in line- and interim management make them uniquely suited to meet the challenges which such transformations bring. They rapidly form an assessment of the situation, support the client in the decisions to be made and then implement them in a focused way.
- Restructurings are not part of core activities or “business as usual”. So, specialist restructuring know-how is, generally, not available within the organisation.
- Restructurings impose a considerable and sustained strain on the relationship between the restructurer and employees. External (and therefore neutral) managers are well-placed to take over managing the organisation following the restructuring.
- Traditional management consultants generally have the technical management expertise but usually do not possess the vitally important disciplinary experience.
A project that will require additional management capacity and specific skill sets needs to be managed.
Companies are increasingly faced with complex issues.
These are usually time-limited but must be dealt with alongside the day-to-day business of the company. Amongst others, these involve introducing new systems, entering new markets, building projects. These sort of projects, which are often critical for the future of the company, have to be undertaken by the employees alongside day-to-day activities which usually leads to suboptimal outcomes. It is also often the case that the necessary skill sets are not available within the business, as they are not needed on a day-to-day basis.
The use of an interim project manager brings together project co-ordination and people management for a limited period, until the successful completion of the project. This sends out a message as to the importance of the project and ensures the rigorous implementation of the individual workstreams. We offer our clients not only project management with a clear focus on governance of the project or program but also technical experts with exceptional project management skill sets and experience.
In addition, we also provide our clients with consultants of various seniority levels and specialist areas to take over their project tasks for a limited period of time. In this context, our clients can either be end-customers or consulting firms that are selectively expanding their resources.
- One of the key features of such projects is that they have to be undertaken outside of normal day-to-day business activities. Working with specialists has the advantage that internal resources are safe-guarded and other internal processes remain unaffected
- Especially in the case of mission-critical projects, there is much at risk. Meticulous and goal-orientated project management is highly dependent on the project manager – the more complex the issue and the more multi-faceted the interfaces, the greater the need for an expert in that particular field.
- The use of an experienced and knowledgeable project manager for a definite period saves money and reduces risk.