Interim Protocol

pens_mgmt_horiz_small

When a client is looking for an Interim Manager to lead, manage or deliver a responsibility, service or product, it is important to have a detailed dialogue at the outset. Deployment of an Interim should be good value for money for the client, and the Interim should leave a positive legacy with the organisation. This is made possible by both parties going into the relationship knowing a number of things.

We have an interim protocol we observe for interim assignments which is set out here, although actually in most cases the client and the experienced Interim start with a detailed discussion over what’s required, and the fundamental points that need to be known. Beyond that the Interim comes in, has good but speedy dialogue with the main stakeholders, makes his own assessment of the issues, and gets on with the job. Reporting up and sideways as required, he is self-motivated to engage, make the optimal decisions, navigate the organisation in an astute manner and understand where further authority is needed. The job will be fulfilled and a good legacy left, which usually means the in-house resource (incumbent or newly recruited) has been prepared and trained to take over.

Interim Management Methodology


  • 1. Factfinding

    • Short induction with client including positioning, culture, philosophy, processes etc.
    • Engage key stakeholders to start building relationships from day one.



  • 2. Identify & Qualify Opportunities

    • Is the current resource structure not identifying opportunities, unaware of best and alternative practices or generally inexperienced.



  • 3. Prioritise

    • Identify the main priorities and map the resource against the projects.



  • 4. Benchmark

    • Agree the key performance indicators and the deliverables over the contract period, to manage expectations and create clarity for the contract period and beyond.


5. Project Scoping

  • This may focus on building a high(er) performing team or implementing a specific business initiative, a new system or process, taking line management responsibilities for a team, department or division;
  • Diagnose the issues and clarify the methodology to develop the project requirements.


  • 6. Agree Strategy

    • Development of strategic solution.



  • 7. Create Presentation

    • Development of the creative and strategic presentation of the solution and its components.



  • 8. Present

    • Engage cross-functional stakeholders.



  • 9. Implementation

    • Development of the Project Implementation Plan.


10. Develop & Maintain – Leaving a lasting legacy

  • Securing the business plan to consolidate the progress/achievements beyond contract period, and safe transition to team for forward implementation.