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A true story: two worlds, two atmospheres. What could a former executive from the automotive industry possibly bring to a craft-based company operating in the world of luxury?
This company, faced with a delicate situation following the sudden departure of its Chief Financial Officer, chose not to rush the recruitment process. Instead, it decided to call on an interim manager. A choice that quickly proved successful, precisely thanks to the latter\u2019s profile and career path.<\/p>\n\n\n\n
If this interim manager initially played the role of \u201cfirefighter\u201d, able to extinguish the blazes caused by the vacancy of the CFO position, he above all established himself as a strategic facilitator of lasting change, and, more importantly, as a transmitter of knowledge \u2013 of both know-how and interpersonal skills \u2013 that the teams made their own. This last facet of the mission remains too little known.<\/p>\n\n\n\n
A temporary intervention, a lasting impact<\/strong><\/p>\n\n\n\n Wrongly, many still reduce the role of the interim manager to that of mere crisis management. Admittedly, his or her intervention often takes place in an emergency situation and in response to a specific problem: following the unexpected departure of a senior executive, or in a critical context such as a restructuring. One of the expected outcomes is then to help the company overcome a challenging stage.<\/p>\n\n\n\n But in every case, the primary objective is much broader: it is to ensure the company\u2019s long-term sustainability<\/em> and performance<\/em>. This assumes that, if there is a crisis, the leadership should not view it as a short-lived episode to be closed quickly, but rather as a warning signal<\/em>, a call to make the organisation more resilient. From this perspective, resorting to interim management stems from the decision to seize an opportunity for profound transformation<\/em> \u2013 not a brutal one, but one thought out over the long term, focused on quality and lasting results.<\/p>\n\n\n\n It is therefore time to move beyond the image of the crisis technician, or worse, the fixer of wrongs: the interim manager is a partner, an ally, a craftsman of sustainable collective change<\/em>. He or she builds solid foundations and supports the organisation in gaining maturity.<\/p>\n\n\n\n From transformation to transmission<\/strong><\/p>\n\n\n\n