Mark Harris presentation - First Central and Eastern European Interim Management Conference - 12-May-2010

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This presentation gives the author's views on why he became an interim manager, what interim management means as a career and the current status of interim management in the UK.

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Mark Harris presentation - First Central and Eastern European Interim Management Conference - 12-May-2010

  1. 1. A Career in Interim Management - a UK Perspective Mark Harris First Central and Eastern European Interim Management Conference Budapest 12 May 2010
  2. 2. <ul><li>Contents </li></ul><ul><li>Mark Harris Introduction </li></ul><ul><li>What Interim Management Is </li></ul><ul><li>The UK Interim Environment </li></ul><ul><li>Conclusions </li></ul>
  3. 3. <ul><li>Contents </li></ul><ul><li>Mark Harris Introduction </li></ul><ul><li>What Interim Management Is </li></ul><ul><li>The UK Interim Environment </li></ul><ul><li>Conclusions </li></ul>
  4. 4. <ul><li>Mark Harris Introduction </li></ul><ul><li>Background </li></ul><ul><li>Why Interim Suits Me </li></ul><ul><li>Examples of My Interim Assignments </li></ul>
  5. 5. <ul><li>Mark Harris Introduction </li></ul><ul><li>Background </li></ul><ul><li>Why Interim Suits Me </li></ul><ul><li>Examples of My Interim Assignments </li></ul>
  6. 6. BSc(Eng) Mechanical Engineering 1985
  7. 7. <ul><ul><li>Work for companies including small start-ups, consultancies and large international corporates like Baxter Healthcare and Smiths Medical.  </li></ul></ul>
  8. 8. <ul><ul><li>Electro-mechanical medical equipment….. </li></ul></ul>
  9. 9. <ul><ul><li>… .. Vehicle electronics and controls….. </li></ul></ul>
  10. 10. <ul><ul><li>… .. Hip, knee and spinal disc implants….. </li></ul></ul>
  11. 11. <ul><ul><li>… .. Prosthetic products. </li></ul></ul>
  12. 12. Positions New Business Development Manager Design & Engineering Manager Director of Operations Director of New Product Introduction Director of Programmes General Manager Staff responsibility from 1 to 250 UK & International Perspective Single & Multi Site
  13. 13. <ul><li>Mark Harris Introduction </li></ul><ul><li>Background </li></ul><ul><li>Why Interim Management Suits Me </li></ul><ul><li>Examples of My Interim Assignments </li></ul>
  14. 14. <ul><li>Why Interim Management Suits Me </li></ul><ul><li>Independence </li></ul><ul><li>Direct payment for my skills and experience </li></ul><ul><li>(Often) called upon to solve specific problems or implement change </li></ul><ul><li>Progress is (often) much more visible </li></ul><ul><li>Less politics; Easier to speak my mind </li></ul><ul><li>Opportunity for creativity </li></ul><ul><li>Hands on; Seeing a task through; Developing staff </li></ul><ul><li>Greater variety </li></ul><ul><li>Authority; Often reporting to the CEO or the Board. </li></ul>
  15. 15. <ul><li>Mark Harris Introduction </li></ul><ul><li>Background </li></ul><ul><li>Why Interim Suits Me </li></ul><ul><li>Examples of My Interim Assignments </li></ul>
  16. 16. <ul><li>Example: Chas A. Blatchford & Sons </li></ul><ul><li>Background: </li></ul><ul><li>Established global player (prosthetics and orthotics) </li></ul><ul><li>Strong focus on sophisticated new products for high margin markets (US, Europe) </li></ul><ul><li>Concern over growth of China market </li></ul><ul><li>Problem: </li></ul><ul><li>How to make progress and increase understanding of China market without distracting effort and tying up valuable equipment </li></ul><ul><li>Solution: </li></ul><ul><li>Interim General Manager for China </li></ul><ul><li>12 month assignment </li></ul>
  17. 17. <ul><li>Example: Chas A. Blatchford & Sons </li></ul><ul><li>Role: </li></ul><ul><li>Research China market with existing distributor </li></ul><ul><li>Explore options for design & manufacture in China </li></ul><ul><li>Establish roadmap for China products </li></ul><ul><li>Establish legal requirements for a Joint Venture </li></ul><ul><li>Create business plan and gain Board approval </li></ul><ul><li>Set up operation in China </li></ul><ul><li>Hand over to a Director. </li></ul>
  18. 18. <ul><li>Example: Chas A. Blatchford & Sons </li></ul><ul><li>Achievements: </li></ul><ul><li>Contractual terms put in place </li></ul><ul><li>Supply chain and logistics policy put in place </li></ul><ul><li>China operation set up and is beginning to manufacture first product </li></ul><ul><li>Strong director concerns with working with China were evaluated and dealt with </li></ul><ul><li>Assisted in redefining business strategy and tactics in low cost economies </li></ul><ul><li>Assisted in defining new thinking on regulatory compliance and quality control outside company. </li></ul>
  19. 19. <ul><li>Example: Ranier Technology </li></ul><ul><li>Background: </li></ul><ul><li>Start-up company; Unique spinal disc implant </li></ul><ul><li>Venture capital funded; Exit strategy to sell to large orthopaedic player after launch of first product </li></ul><ul><li>Problem: </li></ul><ul><li>How to establish a best practice manufacturing operation that would secure next stage funding </li></ul><ul><li>How to produce enough good quality samples to initiate animal trials </li></ul><ul><li>Solution: </li></ul><ul><li>Interim Engineering Director </li></ul><ul><li>9 month assignment </li></ul>
  20. 20. <ul><li>Example: Ranier Technology </li></ul><ul><li>Role: </li></ul><ul><li>Research current understanding of manufacturing criteria and materials </li></ul><ul><li>Assess team skills and needs </li></ul><ul><li>Move from laboratory based manufacturing culture to production culture (with PLC and computer controls) </li></ul><ul><li>Meet next stage regulatory (ISO13485, operational qualification, traceability) and operational (clean room, bioburden control) requirements </li></ul><ul><li>Contribute to application for further finance </li></ul><ul><li>Produce sufficient good quality samples to enter animal trials </li></ul><ul><li>Hand over to Technical Director. </li></ul>
  21. 21. <ul><li>Example: Ranier Technology </li></ul><ul><li>Achievements: </li></ul><ul><li>Recruited expanded team and established two shift working; Established maintenance and service plan </li></ul><ul><li>Established (some) critical manufacturing parameters </li></ul><ul><li>Updated operational procedures </li></ul><ul><li>Established purchasing and supply chain function </li></ul><ul><li>Established revised agreements with key suppliers </li></ul><ul><li>Upgraded SCADA system to next level </li></ul><ul><li>Assisted with securing £8M of venture capital funding </li></ul><ul><li>Achieved ISO13485 scope extension to manufacturing </li></ul><ul><li>Improved productivity by 40%; Reduced device failure rate by 15 times. </li></ul>
  22. 22. <ul><li>Contents </li></ul><ul><li>Mark Harris Introduction </li></ul><ul><li>What Interim Management Is </li></ul><ul><li>The UK Interim Environment </li></ul><ul><li>Conclusions </li></ul>
  23. 23. <ul><li>What </li></ul><ul><li>Interim Management </li></ul><ul><li>Is </li></ul><ul><li>Definition; What It Is Not </li></ul><ul><li>Why Interim Management Is Needed </li></ul><ul><li>Important Considerations </li></ul>
  24. 24. <ul><li>What </li></ul><ul><li>Interim Management </li></ul><ul><li>Is </li></ul><ul><li>Definition; What It Is Not </li></ul><ul><li>Why Interim Management Is Needed </li></ul><ul><li>Important Considerations </li></ul>
  25. 25. <ul><li>Definition; What It Is Not </li></ul><ul><li>Definition: </li></ul><ul><li>Interim Management is the temporary provision of management resources and skills </li></ul><ul><li>Interim management can be seen as the short-term assignment of a proven heavyweight interim executive manager to manage a period of transition, crisis or change within an organization </li></ul><ul><li>In this situation, a permanent role may be unnecessary or impossible to find on short notice </li></ul><ul><li>Additionally, there may be nobody internally who is suitable for, or available to take up, the position in question. </li></ul>
  26. 26. <ul><li>Definition; What It Is Not </li></ul><ul><li>What It Is Not: </li></ul><ul><li>Not Consultancy: Consultancy identifies solutions and defines strategies but leaves the company (client) to implement these </li></ul><ul><li>Not Contracting: Contracting often involves regular direction from the company and the definition of packets of work. It does not involve large levels of authority and autonomy </li></ul><ul><li>Not Permanent Employment: Permanent Employment involves receiving regular payment in return for working on a range of jobs and tasks, often narrow, often on-going, defined by a manager. In return the employee receives a level of income security, training and personal benefits. </li></ul>
  27. 27. <ul><li>What </li></ul><ul><li>Interim Management </li></ul><ul><li>Is </li></ul><ul><li>Definition; What It Is Not </li></ul><ul><li>Why Interim Management Is Needed </li></ul><ul><li>Important Considerations </li></ul>
  28. 28. <ul><li>Why Interim Management Is Needed </li></ul><ul><li>Consider the following: </li></ul><ul><li>Sometimes Consultants operate as interim managers in order to implement their solutions. This can be effective, but it is often expensive. Many good consultants do not enjoy the commitment of an implementation for several months </li></ul><ul><li>Sometimes Permanent Employees are asked to take on an interim management role. This can work, but often the employee has difficulty stepping away from their previous job and can suffer career setbacks because objectives elsewhere have not been met </li></ul><ul><li>Sometimes Contractors are asked to take on an interim management role. This often fails because of a lack of seniority/gravitas and necessary man management skills. </li></ul>
  29. 29. <ul><li>Why Interim Management Is Needed </li></ul><ul><li>It is clear, therefore, that the role exists: </li></ul><ul><li>There is a real need for individuals with substantial experience, seniority/gravitas and people management skills to take on short to medium term assignments at short notice in organisations </li></ul><ul><li>These individuals bring energy, drive and new ideas into an organisation </li></ul><ul><li>They are not inhibited by company politics (or the way things have been done before) </li></ul><ul><li>They get things done at low risk of failure to the organisation (or at the very least with controlled risk) </li></ul><ul><li>They ensure that their actions are not unnecessarily disruptive to the organisation </li></ul><ul><li>At an appropriate point, they hand responsibility back to the organisation. </li></ul>
  30. 30. <ul><li>What </li></ul><ul><li>Interim Management </li></ul><ul><li>Is </li></ul><ul><li>Definition; What It Is Not </li></ul><ul><li>Why Interim Management Is Needed </li></ul><ul><li>Important Considerations </li></ul>
  31. 31. <ul><li>Important Considerations </li></ul><ul><li>An interim manager needs the following attributes: </li></ul><ul><li>The ability to manage all aspects of your own business: sales, marketing, operations, finance (or to know who to use) </li></ul><ul><li>The ability to get to know an organisation quickly </li></ul><ul><li>To be comfortable working away from home </li></ul><ul><li>Conversely, the ability to work from home for periods </li></ul><ul><li>Inner energy, pace, drive and persistence (you are likely to be doing your own work in the evenings) </li></ul><ul><li>The ability to get on with people at all levels </li></ul><ul><li>To enjoy working at a level at or just below your full potential for several months (you are likely to be placed in roles which you can do relatively easily). </li></ul>
  32. 32. <ul><li>Important Considerations </li></ul><ul><li>An interim manager needs the following facilities: </li></ul><ul><li>To know how much you need to live on for 6-12 months and to have this amount in reserve (savings, guaranteed work from an ex-employer, family members) </li></ul><ul><li>Emotional support and consideration from your family (for when you are not on assignment and when you are away on assignment) </li></ul><ul><li>Appropriate legal and liability insurance </li></ul><ul><li>An understanding of employment and taxation law in the country that you are working in. </li></ul>
  33. 33. <ul><li>Contents </li></ul><ul><li>Mark Harris Introduction </li></ul><ul><li>What Interim Management Is </li></ul><ul><li>The UK Interim Environment </li></ul><ul><li>Conclusions </li></ul>
  34. 34. <ul><li>The UK Interim Environment </li></ul><ul><li>Some Statistics </li></ul><ul><li>How It Works in the UK </li></ul><ul><li>Interim Placement Methods in the UK </li></ul><ul><li>Supporting & Promoting Organisations </li></ul><ul><li>Examples of UK Executive Interim Providers </li></ul>
  35. 35. <ul><li>The UK Interim Environment </li></ul><ul><li>Some Statistics </li></ul><ul><li>How It Works in the UK </li></ul><ul><li>Interim Placement Methods in the UK </li></ul><ul><li>Supporting & Promoting Organisations </li></ul><ul><li>Examples of UK Executive Interim Providers </li></ul>
  36. 36. The UK Interim Environment 2009 vs. 2008   ? 3% Private Healthcare   ? 3% Telecom   ? 3% Oil/Gas/Energy utilities -3% 6% 3% Transport/Logistics -4% 7% 3% IT/Technology   ? 4% Media/Marketing/Printing -4% 8% 4% Construction -1% 6% 5% Food/FMCG -1% 7% 6% Rail/Aerospace/Defence 1% 6% 7% Manufacturing -8% 17% 9% Financial services 6% 15% 21% Public       Industry Sectors:             75% Satisfied Clients         Difference 2008 2009 Boyden 2009
  37. 37. The UK Interim Environment 2009 vs. 2008 -3% 5% 2% Change management   ? 4% Procurement -2% 6% 4% Distribution/Logistics 0% 4% 4% IT functions -6% 10% 4% Operations functions -1% 10% 9% Commerical/Sales & marketing functions -2% 11% 9% Project Management 0% 9% 9% Programme Management   ? 10% Consulting roles 2% 11% 13% HR functions 4% 11% 15% Finance functions -4% 20% 16% General management       Functions:         Difference 2008 2009 Boyden 2009
  38. 38. The UK Interim Environment 2009 vs. 2008 -4% 14% 10% £1000+ -4% 28% 24% £751 - £1000 -2% 41% 39% £501 - £750 10% 17% 27% Less than £500       Average fees and day rates:         -2% 31% 29% Quantifiable cost -5% 39% 34% No long term commitment -1% 37% 36% Skills transfer to existing staff -10% 61% 51% Bring new skills/experience   ? 59% Objective/Non political 8% 56% 64% Over qualified -14% 80% 66% Available as needed 16% 52% 68% Hands on -5% 74% 69% Results orientated       Interim benefits (Client perception):         Difference 2008 2009 Boyden 2009
  39. 39. The UK Interim Environment Q4 2009 vs. Q3 -8% 45% Private +8% 55% Public       -4% 32% Women +4% 68% Men       vs. Q3 Q4 Q4 2009 (IMA)
  40. 40. The UK Interim Environment Q4 2009 vs. Q3   28% Conversion (to assignments started)   1479 Total   27% Public   73% Private -9 51 Average (per member)     Enquiries:       + 7.3 months Average     Length of Assignment:         1,550 On Assignment at 31-Dec-09 -260 420 Assignments Started +17 440 Assignments Completed       vs. Q3 Q4 Q4 2009 (IMA)
  41. 41. <ul><li>The UK Interim Environment </li></ul><ul><li>Some Statistics </li></ul><ul><li>How It Works in the UK </li></ul><ul><li>Interim Placement Methods in the UK </li></ul><ul><li>Supporting & Promoting Organisations </li></ul><ul><li>Examples of UK Executive Interim Providers </li></ul>
  42. 42. <ul><li>How It Works in the UK </li></ul><ul><li>The need for an interim manager type of role is often realised at CEO or Board Level </li></ul><ul><li>This is because it often arises from a need to change, to manage a crisis or to transition, which can be best seen at the top of an organisation </li></ul><ul><li>The CEO (often) will then seek to fill the need from within the organisation </li></ul><ul><li>If this is not successful they will consider their contacts for someone that might fill the role </li></ul><ul><li>If this is not successful they will (often) consider a permanent appointment </li></ul><ul><li>In many cases, it is only after all of the above that the CEO will come to interim management as an option. </li></ul>
  43. 43. <ul><li>How It Works in the UK </li></ul><ul><li>This is why it is important for an interim manager to: </li></ul><ul><li>Network as widely as possible with CEOs and Directors in organisations that might need your skills and experience </li></ul><ul><li>Establish links with permanent recruitment agencies that deal with executive positions and have interim management divisions </li></ul><ul><li>Establish links with specialist interim management agencies that cover your skills and experience </li></ul><ul><li>Support activities to promote a better understanding of interim management amongst business organisations </li></ul><ul><li>Be prepared for interim management assignments to ‘disappear’. </li></ul>
  44. 44. <ul><li>How It Works in the UK </li></ul><ul><li>It is quite common for interim management providers to be genuinely interested in how I am marketing myself, what networks I am in and which other providers I am speaking to </li></ul><ul><li>I am often be asked whether I want to do contract work (at lower rates) </li></ul><ul><li>I am sometimes asked if I am looking for a permanent position </li></ul><ul><li>I am asked whether I am a consultant. </li></ul>Because the interim management market and the understanding of the role of an interim manager is still developing in the UK:
  45. 45. <ul><li>The UK Interim Environment </li></ul><ul><li>Some Statistics </li></ul><ul><li>How It Works in the UK </li></ul><ul><li>Interim Placement Methods in the UK </li></ul><ul><li>Supporting & Promoting Organisations </li></ul><ul><li>Examples of UK Executive Interim Providers </li></ul>
  46. 46. <ul><li>Interim Placement Methods in the UK </li></ul><ul><li>Personal Network; Websites; Social Media </li></ul><ul><li>Direct Targeting (CEO and Director level) </li></ul><ul><li>Management Consultancies </li></ul><ul><li>Recruitment Consultants (Executive Level) </li></ul><ul><li>Interim Management Providers (Executive Level). </li></ul>
  47. 47. <ul><li>The UK Interim Environment </li></ul><ul><li>Some Statistics </li></ul><ul><li>How It Works in the UK </li></ul><ul><li>Interim Placement Methods in the UK </li></ul><ul><li>Supporting & Promoting Organisations </li></ul><ul><li>Examples of UK Executive Interim Providers </li></ul>
  48. 48. <ul><li>Supporting & Promoting Organisations </li></ul><ul><li>- Interim Management Association & IMA Institute </li></ul><ul><li>Institute of Interim Management </li></ul>
  49. 49. <ul><li>Created in 2006 (in current form) </li></ul><ul><li>Formed by and for interim management providers </li></ul><ul><li>28+ members (interim management providers) </li></ul><ul><li>Regular articles (monthly) in national newspapers and major journals </li></ul><ul><li>Since Feb 2009, IMA has offered membership of an IMA Institute for interim managers, offering: - interim competency mark - priority access to IMA members (providers) - training and professional development - insurance discounts - service discounts. </li></ul>The Interim Management Association
  50. 50. <ul><li>Assure the marketplace of the high quality of service and professional standards of the IMA members (providers) </li></ul><ul><li>Increase understanding and perception of interim management, opening up wider opportunities for IMA members in private and public sectors </li></ul><ul><li>Issue guidance notes: Client confidentiality; Introduction fees; Provision of industry statistics; Equal opportunities; National insurance and tax issues; Employment Agencies Act </li></ul><ul><li>Foster close working links with major management and employer organisations to promote the IMA and interim management </li></ul><ul><li>Facilitate debate, research and analysis of interim management in newspapers and professional publications. </li></ul>Aims of the IMA
  51. 51. <ul><li>Created in 2001 </li></ul><ul><li>Created for interim managers (not providers) </li></ul><ul><li>Very similar aims to IMA Institute: </li></ul><ul><li>- interim competency mark </li></ul><ul><li>- training and professional development </li></ul><ul><li>- insurance discounts </li></ul><ul><li>- service discounts </li></ul><ul><li>Different sponsors (not just interim management providers, e.g. Institute of Directors) </li></ul><ul><li>Different associations to business and management organisations. </li></ul>Institute of Interim Management
  52. 52. <ul><li>Supporting & Promoting Organisations </li></ul><ul><li>With the publicity from these organisations (and the interim management providers behind them) the UK press is becoming very interested in the Interim concept (e.g. Sunday Times last Sunday) </li></ul><ul><li>As a result, more and more organisations are becoming aware of interim management </li></ul>Sunday Times, 9 May 2010:
  53. 53. <ul><li>The UK Interim Environment </li></ul><ul><li>Some Statistics </li></ul><ul><li>How It Works in the UK </li></ul><ul><li>Interim Placement Methods in the UK </li></ul><ul><li>Supporting & Promoting Organisations </li></ul><ul><li>Examples of UK Executive Interim Providers </li></ul>
  54. 54. <ul><li>Examples of </li></ul><ul><li>UK Executive Interim Providers: </li></ul><ul><ul><ul><li>Hoggett Bowers Interim </li></ul></ul></ul><ul><ul><ul><li>Penna Executive Interim </li></ul></ul></ul><ul><ul><ul><li>Walker-Cox </li></ul></ul></ul>
  55. 55. Hoggett Bowers Interim <ul><li>Covering top executive interim management assignments in £300k to £80k segment; target: FTSE 100 & 250 clients </li></ul><ul><li>Part of OPD Group, an international recruitment services organisation </li></ul><ul><li>T/O: Hoggett Bowers ~£6M, OPD Group £67M </li></ul><ul><li>36 years in Executive Search / 11 years in Interim </li></ul><ul><li>Recruiters are all high flyers and have a collective 30 years experience in appointing interim managers </li></ul><ul><li>Experience: Finance, Supply chain & procurement, Sales & marketing, HR, Programme management, IT & General management </li></ul><ul><li>Market Sectors: NHS, Public sector, Energy, Financial services, Consumer services, Telecoms, Media and Industry. </li></ul>
  56. 56. Case Studies <ul><li>npower: </li></ul><ul><li>Sourced interim Sales Director within 7 working days after company’s search campaign proved ineffective. </li></ul><ul><li>Consultant precisely interpreted needs and accurately matched interim to the culture of the business. </li></ul><ul><li>BT Openreach: </li></ul><ul><li>Sourced high calibre interim with financial and non-financial experience & engineering background </li></ul><ul><li>Dealing effectively with strong minded/demanding stakeholders and re- energising existing team. </li></ul><ul><li>AB Mauri (a division of ABF): </li></ul><ul><li>Required expert in Italy at very short notice. </li></ul><ul><li>Response time was excellent without compromising on the quality of person appointed. </li></ul>
  57. 57. <ul><li>Part of Penna Plc, an International HR Consulting Group: Group T/O: £63M </li></ul><ul><li>6th position: Sunday Times Best Companies to work for </li></ul><ul><li>2nd largest UK provider of Executive Interim Managers </li></ul><ul><li>15 Consultants: ~10 years recruitment experience each </li></ul><ul><li>Experience: Finance; Sales & marketing; IT; Procurement; HR; Programme management; Change management & business transformation </li></ul><ul><li>Market sectors: Telecoms, media and technology; Energy and utilities; Financial services; Central and local Government; Retail and consumer; Healthcare; Manufacturing; Property and construction </li></ul>Penna Executive Interim
  58. 58. <ul><li>Global telecommunication provider in top 40: </li></ul><ul><li>7 recent successful executive interim managers placed: Director of customer experience; Director of consumer device strategy; Head of marcomms; Head of market research and competitor intelligence; IT infrastructure consultant; Head of retention and loyalty; CFO </li></ul><ul><li>International interims: tactical and strategic change </li></ul><ul><li>Utility Provider in FTSE 100: </li></ul><ul><li>Executive level interim talent including at Board level: Head of B2B; Marketeer on Board; Head of retail sales </li></ul><ul><li>Novartis: </li></ul><ul><li>Interim divisional HRD </li></ul><ul><li>ALCOA: </li></ul><ul><li>Interim procurement director </li></ul>Case Studies
  59. 59. <ul><li>Walker-Cox covers Science, Manufacturing & Public Sector </li></ul><ul><li>Part of the Randstad Interim Management Group (IMG) </li></ul><ul><li>T/O: Walker-Cox £14m, IMG £40m and Randstad €13bn </li></ul><ul><li>Also manages a Consortium of other Service Suppliers </li></ul><ul><li>25 years in Consulting / 12 years in Interim </li></ul><ul><li>All Board and Senior Management positions </li></ul><ul><li>Consulting approach to sale process </li></ul><ul><li>Clients: </li></ul><ul><ul><li>UK Government: Home Office, UKBA, etc. </li></ul></ul><ul><ul><li>Manufacturers: GKN, FKI, etc. </li></ul></ul><ul><ul><li>Science: AEA, IAEA, Decommissioning </li></ul></ul>Walker-Cox
  60. 60. <ul><li>European Roles recently filled: </li></ul><ul><li>Project Manage manufacturing factory move from Italy to Korea (3 months) </li></ul><ul><li>Set-up global steel supply contract out of Denmark </li></ul><ul><li>(6 months) </li></ul><ul><li>Project Manage the procurement for new Chernobyl sarcophagus (2½ years) </li></ul><ul><li>Provided overview of major multinational Public Sector computer specification, selection and procurement </li></ul><ul><li>(1 year) </li></ul><ul><li>Provided Lean and Six Sigma expertise to Dutch manufacturer in Rotterdam (9 months). </li></ul>Case Studies
  61. 61. <ul><li>Contents </li></ul><ul><li>Mark Harris Introduction </li></ul><ul><li>What Interim Management Is </li></ul><ul><li>The UK Interim Environment </li></ul><ul><li>Conclusions </li></ul>
  62. 62. <ul><li>Conclusions </li></ul><ul><li>Interim management has been established in the UK since around 2001 </li></ul><ul><li>Understanding and appreciation of the value of interim management is slowly increasing – but there is still some way to go </li></ul><ul><li>There is a clear need for interim management </li></ul><ul><li>It is a rewarding and challenging career path but there are some important considerations </li></ul><ul><li>Routes to market are unclear and variable </li></ul><ul><li>Providers are generally refreshingly open and interested in promoting interim management. </li></ul>
  63. 63. Thank You for this opportunity to speak to you all

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