HANDS-ON interim management

Be open to change: change management

A specific type of interim management is change management. The aim is to prepare, equip and support the people within the company and external stakeholders to successfully deal with change, in order to stimulate organizational successes and outcomes. This is how you take an organization in tow and put it on the right course to turn the constant variation we face every day into an advantage. If this is handled correctly, you will create an open climate and a resilient organization in which constant integral innovation also takes place. If not, you get resistance and a stiff organism that is difficult to control. A change manager often has to deal with this kind of resistance, but must nevertheless ensure that the desired transformation takes place, taking into account the structure and the climate both inside and outside the organization.

The change process is set up in a way that employees understand that their contribution is of great importance. People management, organizational competence and specific know-how are central here. A reorganization entails extreme modifications, which often cause a lot of instability. Foresight is of crucial importance, so that the adjustments can actually be made before the real crisis hits.

The task of an IM can also be decisive here. An interim manager has less deep roots in the organization and can thus work more objectively. This provides the option to walk different paths than the internal company leader or manager. There is a less emotional bond with the organization, which makes it possible to change course more quickly. For all these reasons, it is sometimes simply better that people from inside the organization do not manage and supervise the reorganizations themselves, but leave this to an interim manager. This way the company leader or manager can continue to function without damage after the assignment from the interim manager.

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