1. business and industrial

SENSE
Essensys Newsletter June 2009 05
“The interim manager knows how
to find the right balance between
the interests of the employer and
those of the employees.”
Alexander Dewulf
CEO, Cebeo
Cebeo
GIMV
Unipro
Vlerick Leuven Gent Management School
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EDITO
Management expertise
worth your trust
Essensys stands for high-quality, innovative and result-driven services.
We are active in Belgium, France and the Netherlands.
Here is an overview of our most important services.
Investing in the future
Essensys started the “Mastering
Interim Management” training course
together with the Vlerick Leuven Gent
Management School ten years ago with
a view to providing an efficient and high
quality training programme especially for
interim managers. Together we offer
the ideal combination of a well-founded
theoretical base and real experience of
business practices.
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Essensys deliberately opted to be
the driving force behind this training
programme, because we believe that
professional interim managers can
play a crucial role in companies.
This issue of Sense also includes three
client cases where Essensys took care
of selecting the interim manager with
the appropriate capacities, experience
and profile. The Plant Manager at
Unipro was in charge of drawing up
and implementing the strategy for the
plant in Aartselaar. GIMV was looking
for a Transition Manager to assist with
an important acquisition. Cebeo called
in Essensys in its search for a strong
interim HR Director who could make
his mark on the HR policy.
I hope this reading this issue will prove
both enjoyable and inspirational.
Michel Van Hemele,
Managing Partner Essensys
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Executive interim management
Essensys aims to provide high-quality services. In order to achieve this, we work
with highly competent people who have the necessary experience, professional
skills as well as ethical and moral values.
Our experienced interim managers are active in the following domains: general
management – change management – finance, controlling and administration
– sales and marketing – human resources – logistics and supply chain –
production management – ICT.
For each one of these domains, Essensys offers the following services:
Guarantee of continuity
Experts’ opinions
Programme and project management
Change and improvement management
Corporate (re)development
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Executive search
3
Management coaching
At the request of a large number of our clients, Essensys is also active in
the area of executive search: looking for and recruiting permanent executive
managers. Here again, Essensys’ unique approach is aiming high-quality
results in providing the best candidates for upper-level management positions.
Recent examples include the recruitment of Chief Executive Officers, Chief
Financial Officers, Chief Operating Officers and Finance Directors.
Based on many years of management expertise, Essensys also offers
management coaching. Our coaching method guarantees that a period
of transition within your organisation leads to lasting results. Essensys
management coaching is aimed at permanent middle and upper-level
managers and is tailored to your business needs.
SENSE | Published by Essensys Group n.v., Michel Van Hemele, Avenue Marcel Thiry 200, B - 1200
Brussels | June 2009 number 5 | Realisation and production: www.propaganda.be |
To receive more information about the services of Essensys, visit our website www.essensys.eu.
case Unipro
Fitting in with our corporate
culture was essential
In April 2008 Unipro appointed a Plant Manager for its plant in Aartselaar.
His task was to shape this production unit so that it fits in with the new
European structure. Joris Blommaerts, HR Director, explains how the
Essensys interim manager made this assignment a success.
Joris Blommaerts
HR Director, Unipro
Company profile
Subsidiary of CSM
CSM: world player in the bakery
supplies and food ingredients
market
8,700 employees worldwide
Turnover in 2007: 2,500,000
net sales
Unipro Benelux:
500 employees
Unipro Belgium: two
plants in Merksem and
Aartselaar
In April 2008 you appointed the Essensys
interim manager as acting Plant Manager.
What was his job?
His appointment was a logical consequence
of our structural changes. Since 2008 our
organisation has no longer been based
on a country structure, but on a European
structure. Previously our Aartselaar plant
produced mainly for the local market. In the
new structure it supplies products to Belgium
and also to other European countries.
France, England, Germany, Italy, Spain and
Portugal now depend on Aartselaar to supply
our frozen products, as well. This structure
of various European sourcing units created
the need for the position of Plant Manager.
With the previous structure our plant was
run by a Production Manager. His focus
was primarily operational. We expected the
Plant Manager to be able to successfully
devise and implement the change process,
protect the interests of our various European
stakeholders as regards our plant and
ensure that the plant runs like a well-oiled
machine that can quickly capitalise on the
fast-changing preferences of European
consumers.
What skills were you looking for above all
in the profile of the Plant Manager?
We wanted someone with management
experience in the food sector. Someone who
would fit in with our corporate culture. In
our new structure, it was also essential that
“Change Management
needs to happen in
people’s heads.”
Joris Blommaerts, HR Director Unipro
he was able to think in international terms
(beyond the boundaries of the local plant). Our
reorganisation called for a Plant Manager who
was able to create a new mindset. This meant
that we needed a particularly communicative
person. We saw this mix of different abilities
in the Essensys interim manager.
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case Unipro
“As management, you can only successfully implement
a strategic plan like this if your employees are prepared
to buy into it.” Joris Blommaerts, HR Director Unipro
Why was the Essensys interim manager
the ideal acting Plant Manager for Unipro?
His greatest asset is quite simply his
thoroughness. He is both a doer and a thinker.
He is not only devising the strategy for the
plant, but he is implementing it, too. He has a
real hands-on attitude, and so he is a manager
who actually gets down to work. He goes
onto the shop floor, rolls up his sleeves and
is there, among the people on the production
line. He has a very pragmatic management
style. He focuses on the operational reality and
the people who are responsible for making the
plant run.
What difficulties did he have to overcome
to make his assignment a success?
His task was to draw up a strategic plan.
A plan designed to transform the Aartselaar
plant into an efficient production unit that
met the requirements of our new European
structure. As management, you can only
successfully implement a plan like this if
your employees are prepared to buy into it.
Making them aware of the need for change
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and getting them to participate in this change
process is fundamental. We can safely say that
the Essensys interim manager is well on the
way to achieving both objectives: developing a
strategic plan – a plan that is on schedule –
and having this plan successfully implemented
by the staff.
How come the plan is on schedule?
The plan takes into account the various players
involved. The staff, the management team,
but also the requirements of the Technology
Director and the marketing unit. In our new
structure the Technology Director sees to it
that our various plants in Europe meet the
necessary hygiene and quality standards. It
is our Plant Manager’s responsibility to make
sure that our production unit in Aartselaar
operates in accordance with these standards
and strives to attain operational excellence.
The requirements of the marketing department
are another major component of this plan. This
department follows the trends on the market
and expects our plant to be able to respond
very quickly to new consumer tastes.
How does he manage to mobilise people to
implement the plan? How does he get them
to take part in the change process?
He is a natural leader. He has a strong vision
and he knows where he wants to go. In addition,
he is able to put his vision clearly into words. He
is the type of manager who does what he says
and says what he does. It makes him credible.
He’s doing this job because he believes in it. He
believes in the plant. He believes in the people.
He shows respect for the employees, and gets
their respect in return. A lot of this is to do with
the consistency of his actions and his practice
of ‘managing by walking around’. He is close
to the people. They know him as the manager
that stands with them at the production line.
Rather than the manager who writes memos.
Which areas can you actually see improved
results in?
We see clear improvements in the field of
productivity. Fewer ingredients are wasted.
The number of times we are ‘out of stock’ has
also fallen considerably. This is mainly due
to better planning. Measures like these are
important for us. Our Factory Leadership Team
makes sure that these measures continue to
be applied and further improved.
What function does the Factory Leadership Team fulfil?
This team consists of the management team
of our Aartselaar plant. Our HR Manager,
Planning Manager, Research & Development
Manager, Quality Manager, Maintenance
Manager and Production Manager are all
looking at ways in which we can continue
Solutions by
1. Appointment of a Plant Manager for the
Aartselaar plant
2. Determine strategy for the Aartselaar
plant that is in line with the new
European structure as opposed to the
former country-based structure
3. Create a new European mindset among
employees
4. Successfully implement programme of
improvements
5. Outline sustainable future for the
Aartselaar plant.
to improve the results of our plant – from
different points of view. They are directing
the improvement programme. A programme
like this is an ongoing process that calls for
constant effort. We cannot afford to simply
rest on our laurels. Rising raw materials
prices, higher wages, higher energy prices
and fierce competition mean that we have to
constantly aim for sustainable and continuous
improvement.
What is the essence of this success?
It’s our people who make our success. Our
160 employees – whether they are bakers,
manual workers, technicians or foremen,
they’re the ones who operate the plant. If our
plant is currently firmly on the rails, it’s due to
the vision of our Plant Manager and the way
the staff have participated in the strategic
plan. Of course, this participation didn’t just
happen. It’s thanks primarily, among other
things, to the leadership qualities of the Plant
Manager.
What do you see as the main advantages of
interim management?
We call upon interim management at times
when key people leave our company. We want
to have vacancies like this filled very quickly. So
that in the meanwhile, we can take the time we
need to hire the right person on a permanent
basis. And in many cases an interim manager
can provide added value when during change
processes. This is firstly because he has a
fresh, objective view of the organisation. He
has the expertise and the necessary distance
to guide the process along the right lines. The
interim manager’s position is clear. The staff
expect him – as an interim manager – to set
the organisation on a new course. This is far
more difficult for an internal manager.
Doesn’t this distance involve a certain
amount of danger? Don’t you run the risk
that the entire change process becomes
too detached and the employees don’t feel
involved?
That is precisely the art of interim management.
On the one hand you have the distance
necessary to analyse the situation objectively
– free of all subjective opinions. The less of
a history you have with the organisation, the
better placed you are to do that. This distance
helps you to devise a down-to-earth strategic
plan for the future. On the other hand, you
also need enthusiasm and involvement. That
makes sure your plan is supported by the
grassroots. And that the staff convert your
vision into a success. If our Aartselaar plant
is scoring well at the moment, this is mainly
due to the fact that the Essensys interim
manager is mastering this delicate balancing
act perfectly. He is succeeding in maintaining
the necessary distance and at the same time
displaying strong involvement with the staff. If
as an interim manager you can combine this
balance with your knowledge, then the results
are sure to come.
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case GIMV
Carve-out operation succeeds
partly thanks to interim manager
GIMV, the Flemish Regional Investment Fund, wants to buy a business unit from
Nokia Siemens Networks (NSN). This means that the unit will have to be converted
into an independent company by means of a carve-out operation. This company
has to be completely separate from NSN and be able to stand on its own two feet
as quickly as possible. Investment Director Bart Diels explains why GIMV entrus­
ted this assignment partly to an interim Transition Manager.
Bart Diels
Investment Director GIMV
Company profile
Investment company operating on the
In December 2007 you started the process
of acquiring Open Transport Network, an
NSN business unit. What exactly did this
process involve?
Bart Diels: When we found out via our network in December last year that this NSN
unit was up for sale, we acted fast. We collected information and were able to start
the due diligence straight away. In practical
terms, that means that I led the transaction myself, supported by Alex Brabers, our
Executive Vice President. This ‘duo approach’ is our standard way of working with a
transaction like this. The duo consists of the
sponsor who guides the transaction and the
co-sponsor who acts as a sounding board.
European Private Equity and Venture
Capital market
Listed on Euronext Brussels
Venture Capital activities focus on
three areas: Life Sciences – Technology
- Cleantech
In business for 29 years
A workforce of approximately 100
Approximately 100 companies
in portfolio
Net Asset Value: EUR 700 million
Available cash: 500 million
Net Internal Rate of Return: 13%
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Why did you go looking for an interim
Transition Manager?
Bart Diels: The aim was to convert the unit
for sale into an independent company that
could stand separately from NSN and ope­
rate entirely on its own. The deadline we set
ourselves was 1 January 2009. If we wanted
to meet this deadline, then we needed help
from an interim manager. His task would be
to bridge the gap between the transaction
team and the transition team. His task was
clearly defined in terms of both duration and
responsibilities. The Transition Manager,
along with the team from the business unit,
had six months in which to make the carveout operation a success.
What is the difference between the
transaction team and the transition team?
Bart Diels: The transaction team mainly
negotiates the purchase. This team focuses on
making the purchase transaction a success.
The transition team’s main task is to make
the unit operate on an independent basis.
Certain aspects of the negotiations led by the
transaction team can have a direct impact on
the transition team. Suppose that during the
negotiations it emerges that certain client
contracts would not be extended, this has
direct consequences for the transition team.
That’s why it was crucial that we had a Transition Manager on board who could bridge the
gap between the two teams.
What was the selection process like?
Bart Diels: Essensys put forward one candidate and he was the right person straight away.
His experience with a similar project clinched
it just like that. His financial background also
played an important role in our choice. We immediately felt that there was a connection.
“We were looking for an interim manager who could bridge the gap
between our negotiating team and the operational management team.”
Bart Diels, Investment Director GIMV
What was the main thing you wanted to
assess during the interview?
Bart Diels: It was clear from this candidate’s
profile that he had experience with private
equity projects. We wanted to find out how farreaching that experience was. And we wanted
someone with a hands-on approach. Our Transition Manager had an operational task to fulfil. We weren’t looking for someone to lead an
extra team of consultants, but rather someone
who would roll up his sleeves and get down to
work himself. During the interview we were
also able to establish that he was a man of few
words and many deeds. His no-nonsense style
of communicating definitely contributed to the
success of this transaction. At key moments
he was able to convey how things stood concisely and powerfully.
In a transition process like this communication is very important. How did communication go in general?
Bart Diels: We work with a traffic light repor­
ting system. Put briefly, you might say that we
communicate on the basis of the situation. If
the situation is stable and under control, then
the lights are green. That means that apart
from our weekly meeting, we don’t arrange
any extra meetings. If the lights are amber, we
clarify the situation by telephone. When they’re
red, we don’t hesitate. We plan a meeting
instantly to deal with the issue straight away.
The advantage of a reporting system like this
is that you do away with superfluous communication. So you have time and space to focus
all your attention on the fundamental issues.
So you can concentrate on the real problem
areas and actually resolve them.
Where were the problem areas? And how
were they dealt with?
Bart Diels: There were various problem areas.
To start with, there was the pension plan. We
wanted a clear view of our responsibilities.
How far did the commitments made by NSN
go? Where did our commitment start? And
then there were the insurance policies. As
an independent company, it was now our responsibility to put these in order. Implementing an ERP system that worked smoothly was
another important factor in the transition pro­
cess. And bringing ten expats on board in the
new organisation was an issue in itself. These
expats were largely responsible for the commercial success. Needless to day, we needed
them if the acquisition was to be a success.
We managed to deal with all these issues. Our
Transition Manager played a key role here. He
was the one who looked into the issues, drew
up solutions and prepared them in detail so
that we could take the right decisions quickly.
He prepared the way for a smooth acquisition.
He made sure that the problem areas could
be altered into pragmatic solutions, always in
consultation and cooperation with the business unit team, of course.
How do you assess the transition
process now?
Bart Diels: It wasn’t just a very successful
transition. It was a successful transaction too.
We met our deadlines. The new, independent
company is performing better than we expected. About 20 extra people have since been
taken on. With results like this, we can’t but be
particularly pleased and say with great satisfaction: ‘Mission accomplished.’
Solutions by
1. Interim management assignment in
the context of an acquisition
2. Appointment of a Transition Manager
for six months
3. Identifying candidate with experience
in carve-out operations
4. Casting the right candidate with a
hands-on attitude and a no-nonsense
communication style
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case cebeo
Interim manager takes HR
to a higher level
In July 2008 Cebeo found itself without an HR Manager. It was decided to look
for a temporary HR Director with a clear view of HR. The preferred option was a
candidate who was open to the prospect of permanent employment. Essensys was
given the task of filling this vacancy as quickly as possible. CEO Alexander Dewulf
explains how they went to work.
Alexander Dewulf
CEO Cebeo
Company profile
Electric appliances wholesaler
27 points of sale in Belgium
(Flanders, Wallonia and Brussels)
Operates in four areas: Electro­
technical goods, cable and networks, lighting and HVAC (Heating,
Ventilation & Air Conditioning)
Turnover of EUR 340 million
Approx. 600 employees
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In July 2008 you called in Essensys.
What was their assignment?
Alexander Dewulf: Our HR Manager left
the company in July 2008. We needed more
than simply a new manager for our HR
department. Our company urgently needed
a leader with a clear view of HR. Until then
HR had been dealt with somewhat harshly.
There were no clear HR processes. There
were no transparent salary grids and no
performance interview procedures. HR
clearly didn’t have enough of an impact at
Cebeo and we wanted to change that. That’s
why we opted for an HR Director who would
report directly to me and who would also be
a member of the Management Board.
Why was it so important for HR to have
more impact in the organisation?
Alexander Dewulf: We don’t produce anything. We distribute what others make. In
a service organisation like this, it’s people
who create the added value. Clients come to
us because of the expertise our people have
built up. The client receives expert advice
from us about why the product from supplier X is more suitable for them than the one
from supplier Y. This objective advice from
our staff inspires confidence among our
clients and brings them back to Cebeo. The
quality of the services provided by our staff
is directly linked to our results. In a service
environment like ours, people are vitally
important. We not only want social peace,
we also want a company atmosphere that
invests in people.
Why did you want to find a temporary HR
Director first of all?
Alexander Dewulf: I thought about bringing
in a headhunter, but I didn’t do that because
we needed someone qualified very quickly.
With headhunting it would no doubt have
been six months before we found the right
candidate and we didn’t have that much
time. Our HR department was already understaffed. So it didn’t take us long to opt
for interim management. This was the
quickest way to find the right person. And
the one that offered the best guarantee of
results. It’s easier to replace an interim
manager if necessary that someone who
has been recruited on a permanent basis.
Why did you choose Essensys?
Alexander Dewulf: Because I have confidence in their services. There are a number
of reasons for this. I have good personal
contact with Michel Van Hemele, whom
I got to know during a number of discussion
evenings. Plus I had already had a positive experience of the services provided by
“With headhunting it would no doubt have been six
months before we found the right candidate.”
Alexander Dewulf, CEO Cebeo
Essensys. In my previous job as CEO at
Nuon we used their services to fill the position of HR Manager. And that was a wholly
positive experience. Their extremely fast
and efficient way of working made an impression on me then, too.
What was the selection process like?
Alexander Dewulf: We very soon received
about six profiles. Of these, we invited three
candidates to have a talk with Steven Verhoyen
(CFO) and me. Eventually we had a short list
of two candidates and there was a clear difference between the two of them. We opted
for the candidate who was the strongest in
operational terms. His great capacity for
empathy and his human approach were
also decisive. With him, we immediately
had a feeling that he would fit in best with
our corporate culture. And besides this,
he was open to the idea of taking on the
assignment long term. That was a major
advantage when you realise that we were
looking for someone who would be able to
give more shape to the HR department in
our organisation. All these aspects meant
that we were and still are unanimous in our
choice.
What attracted the candidate to
this position?
Alexander Dewulf: The fact that he could
be part of the Management Board. And the
challenge that this assignment offered him.
In our organisation there is still a lot of work
to be done in the field of HR programmes.
Compensation and benefits, fringe benefits,
career planning, succession planning – all
these are topics that are omnipresent in a
multinational company but not necessarily in a family concern like ours. But that
is precisely what makes the assignment of
our new HR Director so fascinating.
You attach a great deal of importance to
the place given to HR in an organisation.
Can you show that investing in HR really
pays off?
Alexander Dewulf: The retention and absenteeism figures not only tell you how
healthy your company is from a social point
of view. They also show you the cost price of
employees who are away from work or who
leave the company. These are very tangible
indicators that can be used to measure the
impact of a successful HR policy.
Solutions by
1. Appointing a temporary HR Director
2. Identifying one candidate who
succeeds in putting HR on the map
in the organisation in both the short
and the long term
3. Casting the right person with the right
mix of experience and high standards
of trust
4. Providing a high-quality guarantee
Can you already see positive developments
since your HR Director joined the company?
Alexander Dewulf: We notice that our new
HR Director is managing to bring down the
barrier between HR and the employees
straight away. At our logistics centre in
Moeskroen we are seeing a clear drop in
the level of absenteeism. We have also star­
ted carrying out performance interviews
throughout the organisation. In March/
April a satisfaction survey is being carried
out among our staff. The new HR Director
is managing to both give and inspire trust
among people. And he knows how to find
the right balance between the interests of
the employer and those of the employees.
When, in your view, does an HR Director
succeed in his plan?
Alexander Dewulf: If he dares to consider the HR standpoint and the company
standpoint when taking his decisions. If
he succeeds – along with the rest of the
­management team – in getting people to
work together. The best individual players
do not necessarily make the best team.
That means clearly setting out the rules of
the game. An HR director can play a fundamental role here. If he manages to create
the right framework for this, then he makes
people into a team. And then you get an organisation with enormous power. Then you
see the strength that comes from people
who work together!
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case Vlerick Leuven Gent Management School
Essensys and Vlerick:
a partnership that works.
Ten years ago Essensys took the initiative to throw in their lot with the Vlerick
Leuven Gent Management School and organise a training programme for interim
managers together. Patrick De Greve, General Manager of the Vlerick Leuven
Gent Management School, explains how the interaction between renowned
academic knowledge and specialised practical experience makes this a
successful training course.
Patrick De Greve
General Director
Vlerick Leuven Gent
Management School
“I am convinced that
interim management
is the labour market
model of the future.”
Patrick De Greve,
General Director Vlerick Leuven
Gent Management School
The next session of Mastering Interim
Management will take place from September
7th to December 9th. For further information, please contact Marijke Van Leeuwen
(tel. + 32 9 210 99 10).
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You have been organising the ‘Mastering
Interim Management Programme’ in
partnership with Essensys since 1999.
How did the idea for this training
course come about?
When René Grootaert came up with the proposal to organise a training course for interim
managers together in 1999, I was not immediately convinced. At the time the Belgian market
for interim managers was still in its infancy.
However, he brought me round to the idea that
the time was indeed ripe for this and that that
together we could further develop this market
in a professional manner.
So how did you start off?
We questioned around 200 interim managers beforehand. We wanted to find out about
their needs and gear our training programme
to them. We noted that this group of self-employed managers is very eager to learn and has
high expectations regarding the ROI from this
training course.
What do participants appreciate most
about this training programme?
Apart from the insights that they gain from the
various modules, they greatly value the interaction with other interim managers. By exchang-
ing their experiences, they can help each other
overcome their blind spots. This interaction
enables them to master more effectively areas
in which they are less adept. They experience
this training course as a bath in which they
immerse themselves with 20 other hands-on
experts. You could compare it to a check-up
on your car. Just as it’s important to have your
car serviced, so for an interim manager it is essential to charge your batteries again. Together
with Essensys, we offer them a platform where
they can do this.
What do you see as the greatest asset of this
training course?
It’s a ‘learning journey’: a journey that you take
with 20 likeminded companions, when you exchange a wealth of knowledge and experience
along the way. The professor is there to assist,
but it’s the participants who determine the journey. We don’t shy away from confrontation in this
course. When Apollo 13 was sent into space with
defects, this was the result of poor decisionmaking. In a company, too, the consequences
can be catastrophic. It is important to point this
out to managers and show them how, besides to
being right, above all they have to work on being
proved right. That way they can ensure that the
organisation will uphold the right decision, too.
Mastering Interim Management
consists of these modules:
• Management Control provides the tool
needed to rapidly scan and guide the
culture, the processes and the systems of
In your brochure you say that an interim
manager is more an ‘implementer of
change’ than a ‘crisis fighter’. What do
you mean by that?
An interim manager is first and foremost a
manager gets things done. He is a thinker
and a doer, with the emphasis on doer. He
makes changes. We don’t see him as a consultant who simply comes and tells you what
you have to change. No, an interim manager
is the person who both outlines and implements the change.
Do participants also receive individual
assistance?
Our training programme is spread over time,
just like the various assignments of the interim
manager. During these assignments, he also
receives individual coaching from Essensys.
This makes it possible for the interim manager
to test the theory in practice.
Do you see a trend that companies are
increasingly making use of interim
management?
Definitely. Interim management is clearly
growing. We are in a market where lifetime employment increasingly belongs to the past and
where we are evolving more and more towards
lifetime projects and lifetime learning. There
is a clear shortage of management talent and
forecasts indicate that this shortage will only
increase. I am convinced that interim management is the labour market model of the future.
Why is this training course a useful
investment in the current, difficult
economic context?
This crisis is a temporary phenomenon. We
have been through other crises and periods of
recession. And what do we observe each time?
We come through these difficult times. What’s
more, we often come out stronger. That is why
our advice is to use this period for training.
That way you prepare for the time when business picks up again. If Kim Clijsters wants to
play in top tournaments again, then she will
have to practise and train now. The same principle applies for interim managers. To stay on
top you have to ensure that you are regularly
resourced. Now is the time to do that.
an organisation. The objective is to be able
to diagnose the situation quickly and start
acting accordingly.
• In Interaction Styles in dealing with
Change, the emphasis is on the objection
and willingness to change. It is crucial to
identify and attract the “pullers of change”
and to counter the objectives.
• In HRM & People Management, next to
‘talent assessment’, a great deal of attention is paid to the changes on the labour
market, the impact on the organisation
structure and the performance of the
managers. Interim managers need a set of
people management skills to keep motivating and inspiring.
• Change Management deals with the mo-
What makes this resourcing so important
for interim managers?
Interim managers can be compared to small
businesses that have to promote their own
products. With interim managers, that product
is their expertise. This is a valuable asset that
needs proper maintenance. We like to see this
expertise come and spend some time in our
Vlerick Leuven Gent Management School so
that afterwards they can go off on their next
journey with new insights and energy.
tives and strategies which are used during
change programs, barriers that have to be
overcome and the impact it has on people
during the change process.
• Executive decision-making provides
insights into ‘being right’ versus ‘being
proved right’ and reflects on the methods of
decision-making. It offers an insight in how
the decision-making process runs and how
decisions are driven more by emotional or
rational factors.
• The Finance e-learning module offers
tools to screen the financial health of an
organisation.
sense
11
Executive interim management
Executive search
Management coaching
Brussels: +32 2 761 94 60
Ghent: +32 9 242 52 51
Antwerp: +32 3 270 13 58
Paris: +33 1 40 90 00 09
Amsterdam: +31 20 88 13 036
www.essensys.eu
sense 12