In an interview with Marketplace reporter, Nancy Marshall-Genzer, InterimExecs’ CEO Robert Jordan, shared his insights on the increasing use of interim executives in public companies, privately held companies, and nonprofit organizations.
The piece discussed how in many cases interim executives are brought in during critical transitions – both in times of crisis and rapid growth. A good Interim CEO or other C-suite executive builds trust within the organization, and often serves as a mentor to set up the team for future success.
Modern-day CEOs are taking on a barrage of new responsibilities in the age of rapid technological advancement and global expansion. Industry disruption seems to be an everyday occurrence and businesses are transforming at the speed of light. These new realities can pile never before seen challenges on a CEO’s plate that already runneth over.
How does a CEO conquer a growing list of to-do’s from establishing a strong organizational culture to developing growth strategies, and managing delicate political and stakeholder relations while forging ahead in this modern era? Opportunities to enter new markets and continuously innovate are top of mind in this day and age where technology has led to more competition and rapid change. The catch-22 is that a CEO is an army of one yet still are, charged with responding with agility and confidence to seize growth opportunities while ensuring organizational stability.
Modern healthcare is as complex as physiology inside our own bodies. The healthcare industry is now waist deep in an era of extreme disruption. The breakneck pace of technological innovation coupled with the increasing aging population and chronic diseases is a recipe for historic changes in healthcare.
In the healthcare ecosystem, some organizations will sink, and some swim as disruption occurs. From hospitals to clinics, to patients to pharmaceutical companies, to insurers to medical technology businesses no entity will be unaffected.
Leaders in healthcare say legacy providers must respond swiftly to the changes. The abrupt exit of critical leadership, gaps in capacity and expertise, or old systems that no longer work can quickly become problems. Because these factors are interwoven, health care organizations can find themselves unraveling if they don’t act fast.
It is likely that every organization will reach a crossroads where they must decide to grow, transform, or stagnate. No business opts to stand idle but by default, many do. In fact, when it comes to achieving sustainable growth, only 20% of organizations find success. How do organizations find themselves in a standstill? Usually, leadership has their hands tied — whether they are at a loss as to which direction the organization should go, are bound by layers of bureaucracy, or do not have the capacity to drive much-needed organizational change.
Native American economic development is critical for tribes seeking to effect a positive long-term impact on their communities. Federal 8(a) programs have been a great resource for Native American owned business, but tribal communities have evolved with an increasing focus on sustainable strategic economic development.
Tribal nations not only focus on the importance of cultural preservation and protected lands, but aspire to overcome big challenges facing their communities. From poverty to limited access to high-quality education, minimal healthcare resources, and inadequate workforce development, tribes work to solve these problems through economic growth. Tribes that thrive economically can better support funding for education, housing, and a multitude of crucial basic services.
Some tribal nations have excelled in the face of these challenges. Tribal economies have had a profound economic impact by growing Native American enterprises, increasing revenue, and acquiring operating companies. Prosperous tribes have also developed strong internal and external business partnerships.
IT department leaders are usually left out of the early M&A meetings during the pre-merger or pre-acquisition phase. “IT systems integration” discussions do not include IT managers until it’s too late. This phenomenon is all too common when it comes to understanding the full scope of IT priorities and what each organization brings to the tech table to ensure successful M&A experience for employees and customers.
According to the 2018 Deal Value Curve Study,only 19% of M&A professionals surveyed believed there was sufficient due diligence on IT systems and assetsbefore a merger or acquisition. This pitfall may stem from the fact that decision makers do not fully grasp the complexity of IT. Worse yet, they may fail to realize just how dependent the organization’sbusiness goals are with IT systems.
Surprisingly, IT system integration is not top of mind during M&A discussions. That’s detrimental for two reasons:
In a merger or acquisition, discord of company cultures and disparate systems can cause the demise of a once-promising partnership. About 70% of acquisitions fail when post-acquisition results don’t meet pre-closing expectations. Many of these M&A failures are caused by poorly executed integration.
What’s surprising is that M&A failures are avoidable with careful integration planning and strategic post merger integration. Pre-acquisition, it takes a lot of forethought on how company cultures might clash and how their systems will integrate. Post-acquisition, it takes a ton of strategic elbow grease to rapidly align systems (and eliminate some), retain productive employees, keep customers, and make stakeholders happy.
There’s no question that the number of family offices is on the rise. A recent study by Campden Researchrevealed that there are over 5,300 family offices worldwide. About 2,200 of the family offices are in North America. About 67% of family offices that exist today were established after 2000.
There aren’t hard and fast rules on what amodern-day family officelooks like. A single family office typically has over $150 million in private wealth and is one family. In recent years, multi-family offices have increased. In multi-family offices, families — related or not — have shared interests, investment goals, infrastructure needs, or operational requirements. By coming together, they save resources. This way family offices can focus more energy on portfolio growth and increasing net profit margins.
Over the past decade, the way family offices invest has evolved. In the past, family offices stayed in their comfort zone, by acquiring operating businesses in their business sector.
It’s not uncommon for private equity portfolio companies to double or even triple growth thanks to merger or acquisition. Albeit positive, rapid growth brings new operational challenges that can stop the upward momentum in its tracks. Interim executives bring the expertise needed to enable growth on a massive scale.
“Sometimes a business will start with $40 million in sales, and through acquisition will be two or three times that size. Often that creates an environment where you need to add to the management team, whether that be the CFO or the CEO,” said Forest Wester, a Partner at Trivest Partners that leverages interim executives to enable growth.
Private equity funds use interim executives in a variety of scenarios. However, these scenarios are typically problems that need to be solved such as the abrupt departure of a CEO.
More than ever, a consistent brand that customers trust is critical to business growth. Whether product or service-based, B2B or B2C, local or global-focused, a strong brand with a great reputation is what enables a company to expand successfully.
Behind every powerful brand, stands an innovative Chief Marketing Officer. An experienced CMO can strategically plan and scale marketing plans during periods of business growth.
But not all companies can afford to hire a full-time CMO on a permanent basis. Many startups and midmarket companies reach a tipping point where they either expand or stagnate. All too often, the rate of business expansion they want to achieve outpaces their available operational resources and time.
First-year Change Agent members have access to the Interim Institute’s 4 hour audio program on the Fundamentals of Interim Management, and a one-hour strategy session to help jumpstart their interim career.
*$200 additional charge for Accelerator Program only applies for first-year members. After the first year, membership renews at $485/year.