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The world has changed. Are your managers ready for growth?

With signs of global economic recovery, senior interim manager Matthew Warham argues that now’s the time for organisations to think about growth. More specifically, senior leaders need to look at their management and systems, and ask whether they have the right people in place to deliver.

Interim or permanent – when is it right to make the switch?

It’s rare for career interim managers to take a permanent role. One who recently did just that is John Adkins, an executive with vast experience of devising and delivering organisational change, who has also led companies at the highest levels. We spoke to John about why he did it and what individuals and companies should consider before making the switch.

Project Finger-Printing – How to avoid organisational amnesia

Lessons learned are important for continuous improvement and future success. While many are happy to discuss what went right on a project, exploring what went wrong can be easier said than done. Finance executive and change manager Siva Shankar explains a system he calls ‘project finger-printing’ which provides a mechanism for people to share valuable information on factors that drove success and failure.

Total attraction – business buzzword or clarity at last?

As companies compete to attract the brightest talent with specialist skills, is it time to take ‘total attraction’ seriously? Having helped shape the attraction strategies of many bluechip companies, Dan Atkinson argues the case.

Shared services optimisation – the next generation

Shared services began in the early 1990′s when large corporates were seeking a new, more cost-efficient model for running back-office services. Today, the concept is well established with shared services saving organisations millions of pounds. But what’s next? We asked business consulting expert and Interim Manager Allan Robb to look at the options.

Creating a business change function

In many organisations, business change programmes are managed by IT. But as Programme Manager Luke Evans argues, this can create a number of problems. He believes there’s a better way: and that’s to create a dedicated business change function.

HRIS SaaS: Look before you leap?

The right information system can transform an HR function, improving efficiencies and reducing operating costs. But in a notoriously difficult-to-evaluate software market, how do you make the right choices and avoid a costly white elephant? Fergal Harkin is an HR professional helping companies navigate the choppy waters of HR system upgrades. He tells us how it’s done and how the future is in the cloud…

Effective Programme Sponsorship

Strong sponsorship is key to a successful change programme. But what makes a good sponsor? What are some of the challenges they face? And how can external expertise help? In the first of our new Insights series, we speak to experienced Interim Programme Manager Rob Wilkinson to get his views

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