This lack of digitally savvy business leadership in the board room is leading to an increase in 'churn', especially in the offices of the CIO and CMO, often requiring immediate support and execution from interim talent while the search is run for the substantive role. Hence our growing interim practice is experiencing increased demand for digitally capable and quality driven interims with true Executive Board credentials.
In support, we are hearing from leading interim executives that the overriding factors CEOs consider when engaging a board level interim are:
- Engagement with organisation
- Drive actions
- Deliver results
- An organisation has identified a need for change
- Decided to plan and resource the transformation/change with internal talent
- In failing to gain insight and benefit from a wider commercial view and 'bogged' down by internal processes and relationship, the 'big 4' consultancies are invited in
- Mismanagement of requirements, ability to deliver natively and escalating costs then often lead to the appointment of a senior Interim to 'come in and sort out the mess'.
- How do we create a more flexible technology operating model to continuously deliver an outstanding customer experience?
- How do we exploit existing assets and what investments are needed to reduce operating costs and work more effectively with omni-channel business models?
- How do we prioritise, advance and accelerate this responsibly with achievable cost?
Interestingly, in today's economic climate and the hunger for low cost, quick moving digital engagement and business tools, Patrick sees a blurring of the lines between the roles of an executive interim and a permanent substantive individual.
Patrick adds, “I am ambivalent about permanent versus interim roles as the average tenure is often not very different. However, for businesses the timescales to capitalise on opportunities seem to get shorter all the time. If the opportunity is not seized upon, someone else will take it or the market will have changed again. If organisations can wait 6/9/12 months to exit and/or recruit in resource, then good for them. In my mind, smart organisations should make full use of interim executives. Not just to fix things but also get in early enough to reduce the risk of failure.”
As a search firm we have to carefully weigh a client’s needs and advise on the best solution, providing either the permanently appointed executive or an interim, though to echo Patrick's views, most CEOs just want decisions made and actions taken. On balance, we are seeing organisations looking for pace, change and growth and interims provide significant advantages in speed, diverse backgrounds and results focus; with permanent executives providing a more stable continuum developing teams, building and retaining in house knowledge and expertise.
Robert James Raitt & Ass. assists the Parliamentary Digital Service (PDS) with the appointment of the their new Director of Digital Transformation with the placement of Victoria Baker in their Westminster based leadership team.
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A year on, and a short thank you to the community that has supported our Executive Search Firm’s launch and growth over the last year.
Over the last 12 months we have seen some clear trends in demand in the board room, not only for substantive permanent appointments. Interim has played a big part in our core services with many clients requiring significant transformation or turnaround in a 12 to 24 months’ timescale.
Robert James Raitt & Ass. assists Havenpower with the appointment of the their new Interim CIO with the placement of Ian Leitch in their Ipswich based leadership team.
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