How many owners or executive teams are truly confident that their organization is operating at it’s best? How many have a true action plan for the future? And how many of those can actually execute on the plan?
Donald Sull, a lecturer at MIT and an expert on strategy execution surveyed hundreds of companies on how strategy is executed and found that many lack agility or have difficulties adapting to market circumstances. In a HBR article he reported that most organizations either “react so slowly that they can’t seize fleeting opportunities or mitigate emerging threats or react quickly but lose sight of company strategy”.
These fears are echoed by executives across companies and industries.
Non-Profit, Vision Share, is the consortium of eye banks that banded together in 1998 to get corneas ready for transplant, into the hands of surgeons around the globe. With 18 eye banks, the consortium provides a space to share best practices, help advance innovation and technology, and pool resources to reach surgeons fast.
After having a full-time CEO on board for two years, the board determined they were not getting the results they were looking for.
Companies that have sought out true interims will tell you that during initial conversations, the executive interviewed the company as much as the company interviewed the executive. Having jumped into everything from manufacturing to healthcare, to AI, interims are choosy about the assignments they take on. They are not shy about a challenge, but want to have major impact. The best interim execs have a finely honed internal screening check-list to decide what’s best to parachute into.
Cleve Adams is no stranger to high growth situations, having built a SaaS cyber security software company from pre-revenue to a $1B IPO in three years. As an interim exec and four-time VC-backed CEO, Cleve says there are four vital components to evaluating a company.
2017 offered daily excitement. The markets continued an unrelenting upward streak. While some debate the strength of underlying fundamentals, valuations public and private rose all year long.
In our business at InterimExecs, demand for interim management continued strongly while gaining momentum in the US. We had fun matching inspiring companies and executives together that were focused on growth, transformation, or taking on big initiatives and goals (see some of our favorite moments of 2017 here: www.interimexecs.org/2017-review).
Thanks to Peter Diamandis and the Abundance360 team, I now know 2018 will prove to be even better in all respects.
In a digital world where everything that can be measured is measured, do you still need strong leadership? What difference does management make when data steers the ship?
Many technology companies have the mindset that data trumps all, but are some companies suffering as a result? Look to the news to see how this is playing out:
•Zenefits’ founder Parker Conrad was thrown out for creating a culture that violated insurance laws
•Uber’s CEO resigned for multiple behavioral reasons (writing code to defy local authorities; sexual harassment allegations; staff and senior team exiting or fired)
•Volkswagen techies wrote ingenious code to defeat auto emissions testing. Smart, but illegal.
In 1932, one of history’s greatest architects, Frank Lloyd Wright founded the Taliesen Fellowship and welcomed 23 apprentices into his world. For the next 27 years Wright taught and lived between Wisconsin and Taliesen West in Scottsdale, Arizona, with numerous sets of students, some of whom went on to work for his firm after graduating. In his 1943 memoir, Frank Lloyd Wright: An Autobiography, Wright listed a Taliesen fellow’s ideal qualities:
I. An honest ego in a healthy body – good correlation
II. Love of truth and nature
III. Sincerity and courage
IV. Ability for action
When InterimExecs sent in RED Team member and Interim CEO, Michelle Barnes, into the Tourette Association of America, the organization was in a state of flux. The CEO had exited, staff was demoralized, the office was in a bit of chaos, and everyone was questioning what the future would look like.
When an interim CEO or CFO parachutes into a company they have first-hand experience of what measurements and benchmarks (analytics) are useful and how to use and prioritize them. There is also solid recognition that data and numbers can eliminate a great deal of negativity and get people focused on solutions. Taking action is key, and that often begins with active listening to quickly figure out the exact condition of the company.
An interim must get the facts by asking people what they see and where their main areas of concern are. It is rare during this initial listening process that someone does not say something like “if we had better lighting in this area quality control would improve!”
You’ve heard a lot about the benefits of non-hierarchical organizations, from Morning Star Tomatoes to Zappo’s to the David Allen Company. And you likely know by now that while a flat organization is an appealing concept, some companies have backed away from a flat structure or reported that they can be tricky to get right.
Or maybe they just don’t work at all. That’s the opinion of Richard Lindenmuth, who for 30 years has served as an interim CEO, and works with the Association of Interim Executives. One of his most recent tasks was turning around the troubled company Styrotek. He achieved this goal in large part by un-flattening its previously flat management structure and was able to return Styrotek to profitability in three months — even though it was affected by the California drought.
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.