Interview of Oliver Morgan from Morgan Latif asking Dietmar Dold about his approach to lead large scale Transformations. Enjoy the video and hopefully you can copy and apply some of the lessons learnt.
Continue Reading → Okt 9
Sep 7
Is it already 2018? I left my company Lean Interim behind while I was helping KPMG, as a Partnern in Management Consulting, to build up and grow their Business Transformation Business in New Zealand, Singapore, Thailand, Indonesia, Malaysia, Vietnam, Filipines, China and even back in Switzerland over the last 6 years. It was an amazing […]
Continue Reading → Nov 1
One of our projects in Scottland came in September 2011 to an end. Our Customer Carron Phoenix improved from a defect level of 4% to 0% in 4 month. The service level increased. These results led to further savings along the value stream. The sales companies saved a few hundred thousand Euros on (safety, buffer […]
Continue Reading → Jul 24
The complexity of supply chains is constantly increasing. the words „supply networks“ describe the situation better, nowadays. Most companies in countries like USA, Germany, Switzerland do not even produce more than 50% of the real net output ratio (vertical range of manufacture) anymore. If you buy a Porsche 911 or Boxter you will purchase 20% […]
Continue Reading → Jun 17
This headline is taken from the harvard business review april 2010 [HBR2010]. It is an important message to all decision makers but even more important to all interim managers and lean practitioners as their constant companion in business life is change. How do you know? What should you do? How do you know? There are […]
Continue Reading → Mai 11
Der Entscheid (Bundesgerichtsurteil 4C.460/1995 vom 24.02.1997): „Vom Auftrag unterscheidet sich der Arbeitsvertrag in erster Linie durch das Merkmal der rechtlichen Subordination (…). Über das Vorliegen eines Abhängigkeitsverhältnisses entscheidet eine Würdigung des Gesamtbildes nach dem Massstab der Verkehrsanschauung (…). Es kommt wesentlich darauf an, ob die Person in die Organisation des Betriebes eingegliedert ist, ob Weisungen […]
Continue Reading → Mrz 8
The following stages show the assignment lifecycle by which interim managers and executives enter, engage with and exit their assignments. The early stages have much in common with consultancy, as the later stages have with project management, but the combination of insightful analysis and results-driven implementation is the differentiating hallmark of the interim management approach. […]
Continue Reading → Mrz 7
The ‘interim management value proposition’, is the profession’s ‘unique selling proposition’. It is the ‘mantra’ that marks interim management’s offering and scope. 1. Return On Investment Interim managers add value by using their skills and expertise to help deliver an outcome, solution, service or mitigate risk that provides a meaningful ‘Return On Investment’ to a […]
Continue Reading → Mrz 1
Interim management is the provision of effective business solutions by an independent, board or near-board level manager or executive, over a finite time span. Such complex solutions may include change, transformation and turnaround management, business improvement, crisis management and strategy development. Interim managers are often experienced in multiple sectors and disciplines. Interim managers are leaders […]
Continue Reading → Feb 18
What is the difference between a staffing firm (recruitment agency) and an Interim Management Service Provider? That was my question to Paul Beerli last week. Paul is the president of the Interim Management Organisation in Switzerland, called Dachverband Schweizer Interim Manager (DSIM). He worked before for Butterflymanager, one of the leading Interim Management Service Provider in Switzerland […]
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