When is interim management worthwhile?
The dynamics of the markets are increasingly overtaxing existing corporate structures. Digitalization, changing customer behaviour and uncertainties in the supply chain are presenting many companies with complex challenges. Even experienced organizations are increasingly reaching their personnel and structural limits. At the same time, the very resources that are needed now are often lacking: Leadership, capacity and implementation power. In this situation, many decision-makers ask themselves: is it really worth using an interim manager? Will he be accepted by the team? And what will remain when he leaves the company again – apart from a short-term goal?
These questions are justified, as interim management is not automatic. In many cases, however, it is a highly effective measure – provided that the assignment is specifically planned, professionally staffed and clearly anchored in the organization. Not as a gap filler, but as a focused lever for bridging, transformation or implementation. This overview shows when exactly this is the case, how companies benefit from it and what is important in practice.
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Typical application scenarios for interim management
Even though interim management is not a one-size-fits-all approach, there are recurring patterns in practice. Whether it is a matter of bridging vacancies, implementing strategic projects or managing critical phases: interim managers become active when companies need leadership and implementation skills at short notice. The following examples show where this is particularly often the case in industry.
Vacancy in key positions
Common deployment scenarios for interim management can be found both in medium-sized manufacturing companies and in international corporations. Interim managers are particularly in demand when a central management position – for example in finance or operations – is unexpectedly vacant. If a CFO, COO or division manager is absent at short notice, a management and decision-making deficit quickly arises. Interim managers often fill this gap within a few days with experience, authority and the ability to take immediate action.
Transformation and digitalization
The use of an interim manager is also worthwhile for strategic change projects. Companies tackling digital projects such as ERP rollouts, Industry 4.0 initiatives or fundamental process changes often face internal bottlenecks. Whether it is a lack of specific know-how or time resources – interim managers bring both: in-depth technical understanding and experience in dealing with complex change processes.
Turnaround and restructuring
In economically tense situations, such as imminent insolvency or declining profitability, prompt decisions are essential. In such cases, interim managers often take on the role of Chief Restructuring Officer (CRO). They act independently of internal dynamics, make unpopular decisions and lead the turnaround with a clear strategy and consistent implementation.
Post-merger integration and carve-outs
Another key area of application is the phase following company takeovers or spin-offs. These sensitive conditions require the rapid stabilization of structures, the integration of different cultures and the harmonization of technical systems. Considerable time pressure and a politically charged environment are not uncommon. Interim managers build the operational bridge between strategic objectives and actual implementation and ensure stability during the transition phase.
Special projects and market entries
Interim management can also be the right lever outside of a crisis or vacancy, for example when implementing temporary but business-critical projects. These include, for example, setting up a new production line, introducing more efficient sales structures or entering new geographical markets. In such cases, interim managers take on responsibility for planning, implementation and control, while at the same time relieving the line organization.
Interim managers shape change – not just transitions
It is a common misconception that interim managers are merely a short-term stopgap solution. In fact, in many companies today they take on an active role in shaping the future, far beyond simply bridging the gap. They are often deployed specifically to drive forward growth initiatives or transformations. Typical examples include the development of new markets or sales structures, the introduction of sustainable production processes, the digitalization of entire business areas or the operational implementation of post-merger integrations and carve-outs.
These assignments show: Interim management means more than leadership – it requires the power to shape change. Successful interim managers combine operational excellence with change expertise and convincing communication. They know how to get employees on board, overcome hurdles pragmatically and achieve measurable progress, even in complex, unstable environments. Especially in phases in which traditional structures reach their limits, it is worth hiring an interim manager as a catalyst for change. They guide you through transitions – strategically clear, humanly close and with the aim of leaving behind sustainable structures that will endure even after their departure.
Why interim management is often superior to internal solutions
Why do companies specifically opt for external managers? The use of an interim manager is worthwhile for various reasons:
- Immediate availability: While traditional placements often take 4-8 months, interim managers often start within days – tomorrow if necessary.
- Experience and focus on results: Interim executives have decades of experience and have often been hired several times for similar situations.
- Management responsibility instead of just consulting: Unlike consultants, interim managers work within the organization, lead teams, make decisions and take action.
- Independence & clarity: Interim managers are free from internal politics. They analyze objectively, make decisions soberly and directly – often precisely where there is internal uncertainty or reticence.
- Flexibility & cost control: Interim assignments are temporary, do not incur any social security contributions or severance payments and still deliver strategic impact.
Critical phases, clear solutionsReal examples from practice
Some typical applications that regularly occur in industrial companies:
ERP project rescued: Interim manager gets plant manufacturer back on track
A medium-sized plant manufacturer stumbled during the introduction of a new ERP system. The schedule was shaky, roles were unclear, decisions were not made and the project was in danger of failing. An experienced interim project manager took over during this critical phase. He analyzed the situation, restructured the project, established a clear project organization and introduced a stringent methodology. On this basis, he developed a robust roadmap including cut-over planning and took over operational management until the go-live. The ERP system was successfully introduced – with stable processes, a motivated team and clear prospects for the further roll-out. A project in distress became an example of effective crisis management.
Restructuring with clarity: When restructuring is not enough
In this restructuring case study, a mechanical engineering company in the environmental technology sector had been in the red for years. The holding company commissioned an interim CRO with the task of optimizing processes, identifying cost drivers and making the company profitable again. At the same time, the high staff turnover had to be stopped, which is a critical challenge in a market with a shortage of skilled workers. It soon became clear that the cause lay deeper. Excessive demands from the managing director, a lack of structures in the supply chain, underdeveloped quality management and increasing micromanagement led to massive overwork, dissatisfaction and production stoppages. The company’s reputation suffered and the trust of the workforce was exhausted. The interim manager’s analysis led to a clear recommendation: instead of restructuring under difficult conditions, the company should be closed and integrated into an existing sister company – as a new start under better conditions and without the previous managing director. A bold but well-founded step, initiated by fact-based analysis and consistent management in a complex phase.
Crisis intervention with realignment
An established educational institution with 800 employees found itself in an acute liquidity crisis due to losses in its core business. After the CFO left, an interim manager took over the commercial and operational management with the aim of creating stability and realigning the organization. Together with a partner, he developed an Independent Business Review (IBR), set up a liquidity plan and established an integrated management system. Deficits in project costing were corrected, controlling was reorganized and initial restructuring measures were implemented. The result: full stakeholder approval, secured financing, measurable progress – and the development of a new business area with prospects. The crisis became a turning point with clear prospects.
Efficiency through leadership: Production optimization in textile machine construction
A leading manufacturer of textile machinery was struggling with delivery delays, inefficient processes and weak production planning. An interim production manager took over operational responsibility at short notice, stabilized day-to-day business and restored delivery capability. At the same time, he initiated an efficiency program along the entire value chain – including KAIZEN methods such as 5S and SMED as well as a new KPI system for productivity and on-time delivery. Store floor meetings increased transparency and team commitment. This led to 70% shorter changeover times, significantly reduced distances in production and a sustainable productivity boost thanks to structured leadership over time.
When interim management really works
The use of an interim manager alone does not guarantee added value. The decisive factor is how companies structure the mandate – strategically, organizationally and culturally. Successful assignments follow a few clear principles.
- A clear mandate instead of vague expectations: A successful interim assignment begins with a precisely formulated mandate. What goals are to be achieved? Is it about operational management, disciplinary responsibility or budget sovereignty? The clearer the framework, the more targeted the effect.
- Rapid integration into operations: Time is a critical factor. Interim managers must be able to act within the shortest possible time. This is best achieved when companies give them rapid access to information, key people and decision-making channels, without political barriers or information deficits.
- Freedom to make decisions and support from above: Interim managers take on responsibility and need the necessary leeway to do so. Successful assignments are characterized by the fact that the management stands behind the mandate, supports changes and actively removes blockages.
- Cooperation at eye level: The best results are achieved when the interim manager is not seen as an external “fire extinguisher”, but as a temporary member of the organization. Teams accept him if he communicates clearly, is professionally convincing and creates trust through his presence.
- Focus on sustainable impact: A strong interim manager not only thinks until the end of their mandate – but beyond. They document, hand over in a structured manner and ensure that processes, responsibilities and improvements remain within the company. This creates sustainable value, even after the last day.
Using interim management as a lever
Interim management is more than just temporary relief. It is a strategic instrument for reacting more quickly, decisively and in a more targeted manner to challenges – whether personnel, structural or market-related. Companies that use interim management not out of panic, but out of clear strategic thinking, achieve convincing results: as a bridge in a crisis, as a driver of transformation or as a sparring partner for the next stage of growth. It is not the length of an engagement that determines its success, but the fit at the moment. Interim management pays off – not as a substitute for planning, but as a precise decision for the ability to act.
