white line spacer Clients often wonder whether to use a consultant, an interim manager or project management to solve a problem. Here is a good example of how an Interim Manager can be used in all three ways, by project managing an issue whilst giving consultancy advice.

Interim Management Case Study

The Project

A major mobile phone company needed to improve it’s network coverage across the uk by building more transmission masts quickly and improving the maintenance and efficiency of the existing masts, thereby reducing the rate at which mobile phone calls were ‘dropping out’ due to the network being overloaded.

Phase 1 – Forming

An experienced Interim Manager was recruited initially for 6 months to take over the management of the in house team responsible for this project. The Interim Manager had been fully briefed beforehand by the company so that he could hit the ground running from day one.

Interim Managers are very skilled at absorbing a formal brief quickly and also understanding the often unspoken hidden agendas (where they exist). The outcomes required are usually written into the Interim Manager’s contract with the client, so that they become a contractual obligation. This is very different to a permanent employees contract.

The Interim Manager initially selected the best people from the existing in house team to help execute the project .

Interim Managers are older and more experienced managers and therefore well equipped at these selection skills, able to intuitively recognise the right people to help with the job in hand.

Phase 2 – Norming

The Interim Manager then set about swiftly forming close professional relationships with the in house team so that they would all cooperate fully with the project and ensure a successful outcome. Out of work leisure activities were also organised by him to ensure good team building and strong social cohesion.

Phase 3 – Storming

Over a 6 month period the maintenance of the existing transmission masts was improved and the building programme for new masts accelerated. Overall a 7% improvement in transmission performance was achieved and the client was so pleased with the performance of the Interim Manager that they offered him a permanent role.

Offering the Interim Manager a permanent role often happens when the client realises just how good they are. Normally the Interim Manager declines since they know that much of their outstanding performance relies on them not being part of the organisation they are serving, since it is their position as ‘grit in the oyster’ that enables them to make things happen.