Succession: the importance of interim management

This article is about continuity in a family-owned company as it faces the handover from one generation to the next. This springs from the entrepreneur’s intention to pass the management of the enterprise to their offspring. Carrying this out successfully calls for good planning. Interim management has turned out to be a best practice in such circumstances. Succession is an event that necessarily takes place over a long time. A manager brought in from outside…

Internationalization: speeding it up with interim management

The figure of the interim manager is often associated with companies facing a crisis. Even today, the need to restructure is still what usually makes senior managers’ thoughts turn to this solution. This, while opportunities for growth on international markets are surely on the rise for those Italian companies offering added-value products and services. Companies specializing in providing interim management solutions certainly have a role to play in leading companies along the path to internationalization.…

Interim management – what makes it so appealing

As a profession, interim management has been around for some time now. Nonetheless, it is still seen as something modern, a part of the contemporary scene. What does an interim manager actually do? And what are their competencies and characteristics? We’ll try to answer the three questions most frequently asked both by those who aspire to exercise the profession and by companies considering hiring one. What does an interim manager do? The competencies Interim management…

Entrepreneurial leadership- AS adaptive skills, II inclination to innovation

“Innovation” factor, the element for survival The entrepreneurial leader is faced every day with an ever-changing environment, where changes in the economic, political and social systems happen fast. While facing this challenge, a leader must keep, and possibly improve, their competitive advantage. This combination between the ability to adapt to the changes of the society and the inclination to improve and innovate, is a distinctive feature of entrepreneurial leadership. AS= adaptive skills It’s typical human…

Entrepreneurial leadership- L luck, a helpful element

L as Luck, is one more element in our formula of the DNA of an entrepreneurial leader. It’s possibly the most questionable element, given its irrational nature. There have been politicians and great leaders who used to take important decisions after consulting seers and horoscopes. Most people will find this amusing, but we have all crossed our fingers, or touched wood, or performed who knows what other propitiatory gestures at some point, hoping it could…

Entrepreneurial leadership- CT character traits, a unique mix

The entrepreneurial leader possesses unique character traits: a mix of tenacity, eagerness to learn and improve, curiosity and a keen eye for details. TENACIOUS The entrepreneurial leader is a tireless, result-oriented worker. They endure stress and fatigue, and they bear with hardships in difficult times, which are usually the ones that make the difference. Difficulties, aggressive competitors or a tense financial situation can put the entrepreneur to test, and tenacity is called in. A leader…

Entrepreneurial leadership- SS³ Sales skills, propagating element

The ability to sell, which could be considered as the ability to convince all the parties involved in the entrepreneurial project, is the propagating element of an idea. It’s an element that can’t be missing in the set of skills of an entrepreneur, because an idea, a product or a service, have to be bought by someone in order to be successful, that means they must first be “sold”. An entrepreneurial leader usually is a…

Entrepreneurial Leadership -R Risk, the real drive of the entrepreneurship

The entrepreneurial leader is one who risks, alone. To start up, to manage and to bring an enterprise to success implies risks for one’s career, finance and, quite frankly, one’s health, too. This natural propensity for risk is not to be confused with the propensity to risk for profit, which is typical of speculators, of those who risk buying and selling shares for pure profit. The entrepreneur risks to fulfill their project. They risk to…

Entrepreneurial Leadership –ES Economic synthesis, a characterizing element

Economic synthesis is the main distinguishing element of the entrepreneurial leader. Being able to make an economic synthesis means possessing the ability to combine in an original way the signals coming from the reference market with the reaction abilities of the company, in other words, with the technical-productive abilities with which the company is equipped. Sometimes, the hidden or existing needs of clients can be the spark that kindles a certain business idea in the…

Entrepreneurial Leadership – Nose for business, an essential element

To have a nose for business, an instinct, the skill to understand what direction to give to the business by detecting small signals. A businessman surely possesses such skills, they have a radar that catches each small clue of a change in the market: new necessities, new market trends, technologies that can be deployed, systems of values, choices of the competitors, government actions. The process to elaborate these signals is essentially creative and original. From…

Entrepreneurial Leadership – The DNA of entrepreneurial leader

Entrepreneurship lies at the core of an enterprise. It is the trait that characterizes the entrepreneurial leader. Each and every one of us may be an entrepreneurial leader. Entrepreneurial leadership, in today’s world, should permeate the entire organization. It definitely should be a feature of all the executives. I say “should” because the reality is still not quite so. For this reason, here in Contract Manager we decided to elaborate upon the meaning of “Entrepreneurial…

When the leader is missing- consequences of a wrong change

Some days ago, I met with a person who works for a well-known Italian company, and then with another one who works for a much smaller company in a completely different industry. Both these people have hands on the job roles. In both companies, the leader had been replaced. I was struck by their reflections, simple and surprisingly similar. Here is what they told me: “You know, he (the boss) often called on us, we…