We were having a conversation with an executive recently who shared about their experience parachuting into a business that was struggling with operational inefficiencies.
This executive, like many interims, kicked off the assignment by meeting face-to-face with the management team and employees to learn how the business functions, what’s working, and what isn’t. Their findings would turn into an operational roadmap of the business, where they would set out and implement a go-forward plan. When meeting with one team member and learning about what they did, the executive pointed to a process they had in place asking “why do you do that?”
The answer: “Because we’ve always done it that way”
My daughter eagerly accepted an internship at the morgue. Wait – how does she put it? The medical examiner’s office. Regardless, all I hear is morgue. Anyway, let’s move past the whole your-daughter-is-around-dead-people issue because here’s the interesting thing. They ask their interns to sign a statement agreeing to work pro re nata.
This was a new phrase for me: pro re nata. It is latin for “in the circumstances” or “as needed” or “as the situation arises.”
I believe the phrase is really a guiding light for the best interim execs around the world, because the best leaders operate as needs demand – pro re nata.
Let’s face it: an Interim Chief Information Officer has to be of instant value to an organization. A top interim CIO can take on any technically-challenging project that would be assigned to the permanent CIO, though they usually have a focus on bringing change and transformation to an organization.
While some Interim CIOs may be brought in to perform initial work such as a technology audit — a fast way to assess if an organization is optimally set up from an infrastructure perspective — in many other cases the need for an Interim CIO is driven by a specific project or initiative:
Business and ERP System Implementation >
When a company wants to automate process or functions from finance to accounting to supply chain and customer relationships,
We have spent years developing a methodology for matching companies and executives, but ultimately at the top of the list is chemistry between the executive, private equity fund, company owner, or management team. So once we suggest an executive or team to fit a company’s needs, the question usually arises: what questions should I be asking in an interview to see if it’s a good fit?
Here are a few recommendations so you will be armed with targeted questions for the interview process:
It seems like every company owner dreams of achieving major traction in the marketplace. That fast track growth, however, often comes at a cost. Things get taped together. There’s no process to speak of. Systems? Ha. Things go missing, including clients and team members. Lack of resources means that even the crown jewel, the company’s ability to out-innovate, may be put on hold just to keep up.
When a company grows faster than the capabilities of the leadership team, the end result is often a splat: the company hits the wall.
Smart fast-growing companies are combatting this with fractional or part-time executives.
All companies use information technology to some degree.
Great companies have CIO leadership on the management team to purposefully leverage information technologies in creative and sometimes disruptive ways – to grow business, produce faster than competition, enrich customer experiences, and make business transformation happen.
Many full-time CIOs dedicate their careers to one specific industry, and so their experience is vertically deep. Interim CIOs on the other hand, provide a unique perspective blending innovation and technology transformation across a variety of organizations and industries. They specialize in change, bringing an attractive depth-of-experience from a career of change management, while leveraging ever-evolving technologies. It is this change-leadership experience that is highly valuable to a proactive board or management team facing the challenge of business transformation, especially where information technologies are an enabling and differentiating factor.
“A man’s got to know his limitations.” Clint Eastwood’s immortal line as San Francisco detective Harry Callahan in the movie Dirty Harry stands true today when board of directors and management teams think about how to evaluate executive candidates. If you have been in management, ownership or board leadership long enough, sooner or later you’ve learned that no one has a perfect track record when it’s come to hiring.
So how do you increase your chances of success?
You’ve already taken the first step – by thinking of interim executives in order to mitigate your risk. You are making sure you have a clear roadmap and understanding of the leadership skillsets needed to get you where you want to go before committing to anything permanent too soon. That’s good.
Whether interim or permanent, there are questions to ask and ways to evaluate your organization’s fit with an executive leader.
Corporations know that innovation is key to their continued growth, but what happens when serious product or service reengineering is not within the organization’s DNA? What if the company is just too successful or set in their traditional world?
That is exactly what happened when a multi-billion dollar construction company came to us with a software division they had launched internally. While the company was superb at architecting, planning, engineering and building major construction projects, developing software was a new ball game.
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.
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.