Smaller Businesses & The Executive Interim
By JHadley
It would be appropriate to assume that the management challenges faced by both the smalleer and medium-sized companies (SME's ) would differ from those faced by larger organisations.
It is therefore necessary for 'Interims@ to understand the obvious subtle differences.

Managing what you own is a very different experience from managing something essentially owned by someone else. This is referring to businesses in which 'ownership' is controlled by Management.

In the SME's the 'Interim Business Executives' face very diffferent pressures and conflicts from those in larger publicly owned orginsations. Key decision-makers in SME's are likely to have to 'don many hats' finding themselves in the roles of employee, owner and director - probably incorporating family roles aswell! Each of these roles will obviously carry with them different agendas and indeed those agendas will conflict.

Furthermore the nature of equity participation in smaller businesses differs from that in the bigger business. The Equity itself will be more preciously guarded. Owner-Managers often don't mind sharing
the management - but often draw the line at shared ownership. The larger the business the more options they can shed, as they are not weighed down with emotional baggage, like thos in the smaller sector.

It is therefore essential that the 'Managing Executive Interim@ is sensitive to o these conflicts. It might be necessary, before commencement and an 'Interim Executive@ is sensitive to these conflicts. It might be necessary, before commencement that an 'Interim Executive' seeks a proper mandate from the shareholders and that the management understands that mandate - easy enough with one shareholder, but when several are involved it might mean raising

Our articles continue...