Much more often than you think!
In our experience, companies hire interim managers to bring in key management, leadership and/or technical skills for a limited period of time, usually to solve a specific problem or improve company results.
Interim managers are often also “door-openers.” Through their extensive industry network, they can make use of existing connections and relationships or establish new contacts at a low threshold.
According to this, around 44% of mandates deal with change management and restructuring, with the topic of digital transformation of organisations playing an important role here.
Around 30% of the mandates come from project and programme management. This often involves improving profitability, optimising processes or introducing new IT systems. 25% of the mandates are classic project vacancies.
In terms of operational functions, tasks in the area of finance and accounting, including controlling, are the most frequent field of assignment at around 25%, followed by interim management positions at 24%.
Functions in the human resources environment account for 18% of assignments and manufacturing and quality management together account for just under 15%.
Other important areas of deployment are purchasing & logistics, IT & organisation and sales & business development.
We have broken down the industry focus of interim management to our seven core industries. In general, the focus of interim assignments is on the manufacturing industry, while interim managers are used disproportionately less frequently in the busy service sector and public administration.
The strongest sectors are Industry with 2o%, Mobility with 16%, Consumer Goods & Retail with 15% and Life Sciences with 11%.
The Energy sector with 9%, Digital Business with 8% and Private Equity & Services with 4% are below this, but with an upward trend.
Finally, let’s look at the management level at which interim managers are deployed: Around 27% are deployed at the first level.
This is surpassed by 35% of assignments at the second management level. At levels 3 and 4, the figure is only 7%.
Project management, which is increasing more and more and already accounts for 26%, should be seen as distinct from the classic management levels. In 5% of the cases, these are consulting mandates.