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done for interim managers. Taking the independent route can free people from rigid career paths, enabling consultants to choose their own clients, area of expertise, workload and way of working - all with the chance to take time off when they wish and still achieve a high level of earnings. More importantly for businesses, it encourages flexible and motivated professionals that have the conviction and confidence to tackle any situation alone, or with a team they just met. This dynamic has also coincided with changing demands from corporates of all shapes and sizes. Businesses now want greater control over forming their teams of advisers and finding people they can work with. With change management set to be a major theme for corporates in the coming months, this will be a significant factor in determining success and ability to transform. Yet, while the end product and resulting advice or support is crucial, a high priority for management teams is to have a strong cultural connection and comfort with those examining their company or providing a critical function. Frequently, traditional firms offer no choice of who is carrying out this work and project teams are composed without input from the client. Linked to this, businesses want to see delivery of services by experienced, confident individuals. Yet, all too often, the senior director or partner who won their confidence and who they initially engaged with simply staffs the project with young and inexperienced, albeit highly intelligent, associates who are likely to be learning on the job. So while the value of outside advice and expert support has not disappeared; the way this guidance is offered and purchased has. As board rooms meet to discuss their next moves and key challenges, we anticipate four key areas that will be at the top of the agenda: Quite rightly, many commentators have warned that British businesses face challenging times ahead. However, while there might not be a clear path, we can’t forget that with change, comes opportunity. Therefore, while business leaders will be reviewing their operations to identify risk, they should also take the chance to assess domestic and international markets for growth opportunities. Operational improvement is a core priority for most companies for now, firms are operating in a very different trading environment, and business leaders will now face a period of adjustment to the new reality and prepare for worst-case scenarios. In many cases, this will mean renegotiating existing contracts, stripping out costs, streamlining processes and instilling best practice - all to create a stronger business able to withstand any potential economic shocks. Merger and acquisition activity was largely quiet in the run up to the EU Referendum. Now, while uncertainty will continue to put deals on hold, management teams will still explore their options. The opportunity to either take on investment, acquire competitors, force vertical integration or divest non-core assets will be considered. Notwithstanding the increased interest from international buyers that are
looking to capitalise on a weak-sterling and target UK businesses for buyouts. Periods of uncertainty call for flexibility and lean operations. Leadership teams will be working with HR teams to assess their organisational design and talent management systems to make sure that they are fit for purpose. Any change in this area can have a significant impact on any firm and managing that transformation properly is essential. These fields will draw on interim management talent and independent consultants, truly reflect the changing nature of modern working habits and employee relationships with their employers. Of course, caution will still hold back some in the market, but it will be boards that have the vision and poise to implement new initiatives that will succeed in the coming years.
the iim top 20 interim management suppliers 2016
1. Odgers Interim -
www.odgersinterim.com 2. Interim Partners -
www.interimpartners.com 3. Penna -
www.penna.com 4. Gatenby Sanderson
www.gatenbysanderson.com 5. Eton Bridge Partners -
www.etonbridgepartners.com 6. Veredus -
www.veredus.co.uk 7. Practicus -
www.practicus.com 8. BIE -
www.bie-executive.com 9. Hemming Robeson
www.hemmingrobeson.com 10. WBMS (Wilton & Bain Group) -
www.wbmsglobal.com 11. Green Park -
www.green-park.co.uk 12. Alium Partners -
www.aliumpartners.com 13. Solace In Business -
www.solace.org.uk/InBusiness 14. Russam GMS -
www.russam-gms.co.uk 15. Boyden Interim Management -
www.boydeninterim.co.uk 16. Investigo -
www.investigo.co.uk 17. Executives Online -
www.executivesonline.co.uk 18. Allen Lane -
www.allenlane.co.uk 19. Badenoch & Clark -
www.badenochandclark.com 20. Williams Bain -
www.williamsbain.com
Source: Institute of Interim Management -
iim.org.uk
WHERE ONCE THE INTERIM MARKET WAS TAPPED TO SOLVE ‘GAP MANAGEMENT’ PROBLEMS, INTERIM MANAGEMENT CANDIDATES ARE NOW VALUED FOR THE UNIQUE SKILLS AND EXPERIENCE THAT THEY CAN BRING TO THE
CORPORATE WORLD AND PUBLIC SECTOR
FOR FURTHER INFO
www.odgersinterim.com
SEPTEMBER 2016 thehrdirector 51
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