When an executive leaves or a major project is left without an owner, a company usually sees two options: search for a permanent hire or call in a consultant. Interim management is the third path between them: an experienced executive joins for a set period and a defined goal, and runs the work rather than only advising on it.
Assignments mostly last 3 to 18 months, according to the Turkish newspaper Hürriyet; the Turkish HR blog of Kariyer.net gives a range of 3 to 24 months depending on the need. In Turkish the role also goes by the names "geçici yönetici" (temporary manager) and "dönemsel yönetici" (periodic manager). This article sums up, with sources, what the concept is, where it parts from consulting and when it is used.
What is interim management?
Interim management means an experienced executive joining a company for a specific period and a specific goal. Eurofound's report on new forms of employment describes the model as highly qualified specialists taking on a temporary assignment for a particular project or problem, which adds external management capacity to the organization.
According to Kariyer.net, the model emerged in Europe in the mid-1970s, as an alternative to the costs of senior hiring and departures and for specialist work to be done within a set time.
How does it differ from consulting?
The basic difference is who runs the work. A consultant analyzes and leaves recommendations; implementation mostly stays with the company. An interim manager takes on a defined role, makes the decisions and carries out the implementation. The description in Hürriyet's report points the same way: find the solution to the problem, draw up the roadmap, get the system in place and hand the job over to the existing team.
| Consultant | Interim manager | |
|---|---|---|
| Output | Analysis and recommendations | Work carried out and results |
| Position | Outside the organization | In a defined role, with authority |
| Decisions | The company decides | Decides within their own authority |
| End point | Report or project delivery | Handover to the permanent team |
The line is not always this sharp; many consulting engagements extend into implementation as well. That is why what really needs settling in the contract is less the job title than who holds the authority and the responsibility.
How does it differ from a permanent hire?
A permanent executive is a long-term position; an interim manager's assignment is limited from the start and has a clear goal. According to the assessment on Kariyer.net, the model stands out in specialist work that ends at a set time, where hiring a permanent senior executive for every function is neither necessary nor efficient. Goals and performance indicators are set at the start of the term, and the evaluation follows them.
How long does it last?
There is no fixed length. Hürriyet's report says mostly 3 to 18 months; Kariyer.net gives 3 to 24 months depending on the need. The goal sets the length: the assignment ends once the permanent structure is built and handed over.
When is it used?
These are the main situations the sources highlight:
- Unexpected departure: In interviews Odgers held in the financial sector, many institutions say they would turn to an interim manager after an unexpected departure; for institutions with a small internal talent pool, this is often a necessity.
- Mergers, acquisitions and integration: Both Hürriyet and Kariyer.net list these processes.
- Transformation and restructuring: Digital transformation, organizational transformation and the delivery of strategic programs.
- New facility or market: Setting up a new company, entering a new market, and building or relocating a production facility.
- Financial problems: According to Hürriyet, interim executives mostly serve as CFO to solve financial problems and as CDO in digital transformation; sometimes there is an interim CEO as well.
For the signs that show when a company needs this model, see the next article: When do you need an interim manager? 5 signs.
What should you check before deciding?
- Goal: Write down in one sentence what will have changed by the end of the assignment.
- Authority: Set out which decisions the person will make on their own.
- Handover: Discuss from the start who will take over the assignment. A&O Shearman notes that it is ideal if the interim executive can mentor the permanent successor.
- Internal candidate: If a successor is ready, an interim may not be needed. However, the same source warns of the risk of moving a promising person into the role too early and in a moment of crisis.
What is the right question to ask?
Interim management is less about filling an empty seat than about running a job with a set length and goal, with authority. From Orient Global's perspective, the right question is not "who should we hire?" but "what should have been handed over by the end of the assignment?" Companies that want to weigh this question for their own situation can find our service on the Interim Management page.
This article is for general information only and does not replace legal or financial advice.
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