Management is a high value-added business solution.
has matured to deploying efficient and cost-effective
business solutions, adopted by many organisations
across a diverse spectrum of industry and the
Tony Evans, Chairman of the Institute of Interim
Interim Management is a service provided by
Innovation Consultancy Partnership, both as part of
a specific improvement initative or to support businesses
through periods of particular difficulty and/or whilst
they have short-term issues to overcome.
The deployment of Innovation Consultancy Partnership
can add real value to any given task. We are experienced,
committed problem solvers, strategic thinkers and
accustomed to rolling up our sleeves and actually
doing the job.
We are independent and objective and bring a new perspective
to the assignment. We are free to focus specifically
on the assignment, available at short notice and leave
when no longer required.
Interim Management is a cost efficient
way of dealing with many short to medium term issues
that face the modern business such as:
• Implementing / managing change,
new systems and processes
• Providing assistance through periods of staff absence
• Overcoming Internal Inertia
• New Business and Acquisitions of part business closure.
Interim Managers take full responsibility
for the specific requirements of the role and are
capable of integrating and generating value in an
extremely short period of time.
The deployment of Innovation Consultancy
Partnership can add real value to any given task.
We list below three examples of Interim
type work that we have carried our successfully:
Major UK Utility Company
Project Managed change programme
geared towards achieved £20.1m annualised
savings over a period of 18 months through
re-structuring, cost reduction, better asset
management, profitability improvements,
reduced debt and efficiency savings in all
areas of the business.
Significant Chemical / Wood
Pulp Operation in Norway
Led a cost reduction measures and
achieving $32m in a Norwegian wood pulp
and chemical process plant. Working with
cross functional teams to introduce radical
changes within operational and support functional
units, specifically reducing variable costs,
re-structuring the organisation, increasing
throughput and quality and introducing planned
preventive maintenance management.
Telecoms – Mobile Phones
Business in Sweden
Six Sigma Programme Leader accountable
for developing materials and training/coaching
over 100 people and their project teams
over two years in major Swedish telecoms
business operating globally to achieve savings
in excess of $18m across the business.
the non-executive director’s role is to
provide a creative contribution to the board
by providing objective support on board
matters and not straying into ‘executive
direction’, thus, providing an independent
view of the company that is removed from
directors then are appointed to bring to
• Wide experience
• Special knowledge
• Personal qualities
and chief executives should use non-executive
directors to provide general council – and
a different perspective on matters of concern.
They should also seek their guidance on
particular issues before they are raised
at board meetings. In fact some of the main
specialist roes of a non-executive director
will be carried out in a board sub-committee.
The key responsibilities of non-executive
directors can be said to include the following;
direction – as an outsider the
non-executive director may have a clearer
or wider view of external factors affecting
the company and its business environment
that the executive directors. The normal
role of a non-executive director in strategy
formulation is therefore to provide a creative
and informed contribution and to act as
a constructive critic in looking at the
objectives and plans devised by the chief
executive and his or her executive team.
– non-executive directors should take responsibility
for monitoring the performance of the executive
management especially with regards to the
progress made towards achieving the determined
company strategy and objectives.
– the company’s and board effectiveness
can benefit from outside contacts and opinions.
An important function for non-executive
directors, therefore, can be to help connect
the business and board with networks of
potentially useful people and organisations.
In some cases, the non-executive director
will be called upon to represent the company
Small to medium sized enterprises,
those individual companies that employ up
to 250 people account for over half of the
working population in the UK (58% to be exact
or 12.9 million people) with a turnover exceeding
£1,200 billion. The 4.3 million SME’s and
a cruciual part of the UK economy both now
and more importantly in the future as they
grow. The Global Entrepreneurship Monitor
(Gem) places the UK ahead of rivals Germany,
France and Italy when it comes to entrepreneurial
The UK Government sees the time has
never been better with low inflation, and
interest rates rate to invest and grow.
This is where the non-executive director
The Hampel Committee Report, commissioned
through the European Corporate Governance
Institute highlighted many key attributes
that non-executive directors bring to SME’s;
over 75% said that outside objectivity was
an important contribution and that almost
everyone said they were helpful.
“...particularly in smaller companies,
non-executive directors contribute valuable
experience not otherwise available to management”
- Hampel 1998 page 25.
The report also said that some smaller
companies have claimed that they cannot
find a sufficient number of independent
non-executive directors of suitable calibre.
This is a real difficulty, but the need
for a robust independent voice on the board
is as strong in smaller companies as in
Currently nearly 50% of medium sized
companies have a non-executive director
and the belief is that many more really
do need to consider them if they are to
challenge the competition and improve business
These days, if you are not growing
your business then you are at risk, and
a non-executive director can provide that
‘wood from the trees’ objectivity and experience
to take that quantum leap beyond where you
are at present. A non-executive director
can provide the inspiration and assurance
to achieve great things, enable networking
with key people for new perspectives on
possibilities, as well as opening doors
to new ways of working.
At Innovation Consultancy Partnership,
we have the expertise and breadth of experience
of working within some of the world’s largest
corporations, as well as supporting small
to medium sized companies, particularly
in the UK. This experience has been gained
over 25 years.
We are all professionally qualified,
mature and able to provide the objectivity,
and innovative thinking needed for your
business to grow.
We are world leaders in change management
and business improvement. An example of
some of the larger corporations we have
worked with includes; Sony Ericsson, BT,
Intel Corporation, Northumbrian Water, Rhone-Poulenc
Rorer, DHL, Siemens, Orkla, Sun Life Assurance,
Fletcher Challenge, Pirelli, Highland Distillers,
and Exxon Mobil Oil. In addition, we have
worked with over 200 UK companies
Our assignments have taken us throughout
the UK as well to many parts of the world;
from North America to China, Scandinavia
to South Africa.
We have held senior management posts
within many manufacturing and service UK
companies, and including PricewaterhouseCoopers