Icebreaker Executive Interim Management – The 2008 team- the capability to build the Legacy.

Solely focusing on finding the best interim management talent; The Icebreaker Executive Interim Management (EIM) team have been confirmed for 2008. The team are all living proof of the Icebreaker (EIM) methodology; proven delivery of exceptional results, depth of leading functional expertise, alongside the breadth of general management skills that have enabled them to consistently see the big picture and deliver exceptional results. These skills have been developed in the most demanding circumstances from the variety of sectors and cultures our experienced hands on team have worked in.

Whilst it may sound obvious – We are clear, the surprisingly typical interim management brief – “that somehow by doing the same things you some how will get different results” is fundamentally flawed. Further more the “CV tick box” recruitment methods to find the “right” candidate are also and can often make a bad scenario worse.

A legacy of micromanagement, often exasperated through commonly inexperienced prescriptive management methods deployed by consultants, is an ideal basis to create the seed bed and the root cause of a legacy of consistent failure, and broken contractual relationships. The good news is that this scenario often gives rise to the need and start to the classic interim assignment in the first place.

Icebreaker Executive as as a team have the skills, that given the space, quickly turnaround a legacy of failure. We are of the view that it is the underlying capability of our interim management team alongside their breadth of experience that enables us to add the most value.

For example it can be possible in a typical recruitment process all the “sector and function boxes are ticked”, yet does the candidate understand the difference between managing a turnaround, start up or realignment – and or identify the cultural issues appropriate management approaches to improve performance with these scenarios?

Alongside bringing best practice from the most challenging private sector environments to say the public sector is also far more likely to deliver best practice rather than the other way around.

These are the characteristics along with personal attributes that we rigorously test and base our team elite interim management team selection on.

Our sector experience is typically executive level in international change management in VC, financial services, banking, automotive, technology, FMCG, Telco, B2B, Retail, IT, distribution and manufacturing, public sector, airline and healthcare roles. Business evolution stages typically encompass fast growth, turnaround, and realignment in both blue chip corporate and fast growth entrepreneurial environments.

This expertise is available on hand to all of the team, through collaboration with one another whilst on assignment, in this way we deliver new levels of customer value and permanently retain that value for clients by building a robust client legacy.

We are not complacent – This capability is continually evolving by sharing best practice, and leading the development of client team development and our interim management team development through an innovative partnership with a collaborative partner.

All of the team adhere and buy into to the Icebreaker (EIM) business code of professional conduct.
Icebreaker (EIM) has selected their 2008 team of 15 of the best interims. Their profile, rigorously confirmed through interview and testing, typically comprises for example:

A consistent approach with similar personal attributes (to embed the legacy)
1. Customer focus and tenacity to deliver results in cooperation and with respect to clients
2. Absolute experts in their field typically with external recognition
3. Significant intellect alongside, very high influencing and mobilizing skills
4. Natural urgency for change and drive to be the best
5. Executive management experience and line management responsibility
6. Capability and interest to engage quickly make an immediate difference
7. Implement significant change with respect for employees
8. The acumen to transform business models and develop supporting management

Legacy building and client team development
All the team has a single minded focus to getting the job done whilst continually developing the client team and having built an enduring legacy then negotiate their exit. The professional and personal interest to make and see through tough decisions, be fully accountable for successfully delivering complex, challenging programs, throughout with utmost respect for individuals and using the client team to implement transfer skills.

Business improvement capability (typically focused at 10-20x ROI)
1. Business turnaround, realignment, and managing fast growth profitably
2. Delivery of step change improvement in profitability
3. Integration of acquisitions and mergers
4. Developing robust supply chains for fast growing businesses
5. Developing vendor capability
6. Creating best in class sales and marketing expertise
7. Business planning and delivery
8. Market evaluation communication and sales strategy