2009 and 2010
“Delivering Results - Transferring Skills & Leaving Legacies” 2009... indecision? The roundabout has now stopped in an unfamiliar place. Unfamiliarity makes decision making difficult as it’s hard to make decisions without a [...]
Interim Management Differentiators
Interims managers are different, are not obvious, driven by emotional inteligence. I argue that these are the the client differentiators of their experience of an interim assignment, technical, management skills simply have [...]
Homogeneous versus hetrogeneous: Dangerous ground?
Homogeneous versus hetrogeneous: Dangerous ground? Over the past few years I have noticed a growing trend towards homogenising interim managers via skills analysis, accreditation, profiling etc and have a concern that the [...]
Social networking – any good?
Twitter is a very powerful tool, for keeping yourself informed, and testing new ideas, and taking a global live view of what others are doing too. Networking is as much about [...]
Why is there no turnaround work for traditional interim managers?
Icebreaker does engage in turnaround interim scenarios. The reason for the “road block in the demand” we find is 2 fold like this “The rational side”. Banks hold the control – debentures [...]
Interim management QA
It is near impossible to standardize the content of a QA process for interim management, because that depends on the job to be done, e.g. the terms of engagement in an insolvent business are [...]
Thoughts on IIM discussion accreditation of interims and fit for clients
Accrediting interims through QA and QC processes implies a comparing a “standard product” with common standards The issue here is that as an interim community we are all very different horses for [...]