Fact check of the most common misconceptions about interim management
Interim management has become an integral part of today’s business world. And yet there are many questions – justified, but often unanswered. Is it economically worthwhile? How does an external party fit into our culture? Is it really only for corporations? We dispel common misconceptions and use concrete examples to show how interim managers can create real added value – quickly, effectively and in a targeted manner – especially in complex phases such as transformation, turnaround, growth or succession.
Table of contents
Misconception 1:
“Interim managers are far too expensive”
At first glance, the daily rates of an interim manager seem high. However, the costs must be considered in the context of the actual benefit, which is usually considerable. The return on interim management (RoIM) is regularly between 100 and 400%. The contribution of interim managers is clearly measurable: rapid progress, focused implementation, no long-term commitment.
Why interim managers pay off economically:
- Ready for immediate use: On board and operationally effective in just a few days
- Clear cost structure: transparent daily rates without hidden consulting items
- Avoiding costly wrong decisions: Early control in critical phases
- High focus on results: focus on implementation, not analysis
- Flexible term: no long-term commitment or fixed costs
Interim management is not a cost factor, but an investment in immediate results. This is often much cheaper than delays, wrong appointments or years of “business as usual”.
Misconception 2:“External parties don’t understand our business.”
Many decision-makers fear that an interim manager from outside the industry will take too long to understand the company’s situation or will not respect the corporate culture. In reality, rapid familiarization and integration are core competencies of interim managers. Qualified interim managers specialize in quickly familiarizing themselves with new organizations and market conditions. Their often cross-industry experience even enables them to bring in valuable new perspectives that internal teams have often not thought of. The right matching is important here: an interim manager is usually selected specifically because they have already mastered similar challenges.
Experience also shows that culture and values are not an obstacle for experienced interim managers, but part of their job. They know how to adapt quickly and sensitively to people, processes and corporate cultures. In fact, a mission only succeeds if it is successfully integrated into the existing team. First-class interim executives are skilled at quickly “reading” informal networks and corporate cultures and integrating themselves effectively. In doing so, they always retain a clear, unbiased view from the outside. This neutral perspective is an important advantage: it enables them to question entrenched patterns and identify new solutions – in harmony with the existing culture, not against it.
Misconception 3:“Interim management is only for large corporations”
There is still a widespread perception that temporary managers are mainly appointed by gigantic corporations or in situations of absolute crisis. The reality is quite different: Medium-sized companies (250-10,000 employees) use interim management particularly frequently. They account for around 74% of all interim mandates. Large corporations and very small companies actually use it less frequently. This shows that Working with interim managers is now part of the modern management repertoire in the upper midmarket.
Today, interim managers operate far beyond the crisis scenario. The range of tasks has broadened considerably: today, interim managers are also deployed in growth projects, digitalization initiatives or strategic transformations. Whether consumer goods manufacturers, pharmaceutical companies, food producers or retail companies – interim professionals can be found in key projects in all of these sectors. Interim management is not a niche phenomenon for crises, but a flexible solution for a wide range of strategic challenges. Private equity investors in particular appreciate being able to quickly bring in experienced interim managers for their portfolio companies, for example to initiate a turnaround after a takeover or to accelerate growth. Not only the large corporation in distress, but also the healthy medium-sized company with ambitious goals benefits considerably from the help of an interim manager.
Misconception 4:
“An interim manager disrupts the existing management and turns everything upside down”
The concern that an external manager could displace internal managers or cause unrest is understandable, but unfounded if the assignment is well prepared. Good interim managers do not see themselves as competitors, but as temporary reinforcements on an equal footing. They take on clearly defined tasks, often in vacancies or special projects, and integrate themselves confidently into existing teams.
This is how professional interim managers operate in a management context:
- Supplement instead of replace: Fill temporary gaps, not permanent roles
- Act in a team-oriented manner: Actively involve existing managers
- Build trust: Working consciously on internal acceptance and clarity
- Respecting the culture: acting in an adapted manner, but with a fresh perspective
- Provide relief: bring additional capacity to overloaded structures
The result: not conflict, but stabilization and momentum – exactly where it is needed.
Misconception 5:“Interim solutions are only short-term and don’t achieve anything sustainable.”
Yes, interim managers are by definition not permanent in the company. However, this does not mean that their contribution goes up in smoke. Sustainability and impact are at the heart of every professional interim mandate. The average assignment duration is 6 to 12 months, which in most cases is sufficient to initiate and implement lasting changes. During this time, interims can, for example, restructure processes, establish a new sales concept or successfully complete a turnaround project. The decisive factor is that experienced interim managers focus on progress with a lasting effect right from the start of a mandate. They work towards ensuring that the company can one day continue to operate successfully without them, with robust structures and strengthened internal know-how. Knowledge transfer and employee empowerment are a matter of course.
In addition, interim professionals are highly motivated to achieve long-term results, as their personal reputation also depends on successful projects. Each assignment serves as a reference for future mandates, which is a strong incentive to deliver results that will last beyond their own tenure. The footprint of an interim manager often remains visible for a long time – for example in the form of increased key figures, implemented tools or employees who have grown as a result of their mentoring. When used correctly, interim management is not a short-term emergency solution, but strategic support with lasting benefits.
Misconception 6:“Interim managers talk a lot but do nothing.”
This preconception highlights the key difference between interim management and traditional management consultancy. An external manager does not come into the company to leave PowerPoint presentations, but instead gets to grips with operations and assumes responsibility. Interim managers have real line functions with decision-making powers: they manage employees (usually indirectly in terms of discipline, but directly in terms of expertise), are responsible for budgets and make day-to-day management decisions. “Resulting instead of consulting” is therefore a motto in the industry. Tangible successes are in demand instead of well-meaning analyses.
The interim manager is effectively liable for the success of the project with his reputation. Unlike a consultant who makes recommendations, the interim manager is part of the temporary management of the company, with all the obligations and risks. For the client, this means that they not only receive a concept, but also the implementation. The combination of analytical ability and implementation power makes interim management an intelligent solution when changes are not only to be planned but also implemented. This difference is particularly evident in situations where there is a lack of internal resources or experience to drive important projects forward without detours. In this case, it is not an observer who comes into the company, but a manager with the task of implementation.
Vom Vorurteil zur ErkenntnisThe right approach to interim management
Interim management is not a short-term stopgap, but a strategic lever for companies that want to act faster, in a more targeted manner and with clear results. Those who let go of outdated prejudices will recognize the enormous potential of experienced interim managers: they not only bring expertise, but also measurable implementation. Whether transformation, turnaround or growth – interim managers deliver results, not just concepts. If you want to lead flexibly today, you should not do without external movers and shakers tomorrow. Use interim management where it counts – before the fire starts.
