SMEs

SMEs are the heart of successful Italian supply chains and are very often at the absolute forefront in terms of quality and technology. The current context presents increasingly difficult challenges for SMEs, which must grow and innovate to compete successfully in international markets and improve operational efficiency.

Traditionally, their development has been based on technical, product, and market skills, deeply rooted into the entrepreneur and his historical team, and based on organizational flexibility and a culture of hard work, rather than on structured management and process efficiency.

The entrepreneur, often an innovator in the sector, has created value thanks to deep know-how, winning over customers and stakeholders with dedication and personal leadership. However, this formula is no longer enough: the competitive context requires comparison with companies, often global, much larger and faster in updating technologies, tools and, above all, internal skills.

To succeed, a more evolved, structured and process-oriented management model is needed, along with rapid revenue growth, both organic and through acquisitions.
Very often SMEs do not have within the organization the skills needed to solve structural problems or tackle successfully a change.

In these situations, temporary management represents the ideal solution to successfully address business transformation and change by transferring the skills of managing a larger company to a relatively smaller reality, knowing exactly what choices to make to increase efficiency.

These are managers with long experience in the sector, without long-term career ambitions and strong in diversified experiences, who can objectively analyze the business situation and formulate appropriate strategies. Furthermore, their temporary assignment facilitates acceptance within the organization, since their intervention is limited in time and well defined in role.

Their focus on business and project development rather than internal dynamics favors the transition to a more managerial and structured model and contributes to raising the skills of internal management.

For Contract Manager, the success of the project is based on creating consensus among all stakeholders, defining objectives, times, resources and deadlines in a shared way, involving both the entrepreneur and the top management.

The typical projects in which the Temporary Manager can effectively support SMEs are:

• internationalization to achieve organic growth through access to new markets.
• Growth through acquisitions, which can be managed by a manager experienced in the sector, starting from the identification of potential targets for acquisition to all the aspects of Post Acquisition Integration.
• Operational efficiency aimed at optimizing margin, costs, operations and corporate finance.
• Business succession.

Our Temporary Managers have already successfully addressed similar situations over the past 35 years. So, in a few weeks, we can identify the best professional to cope with the SME’s problem because he has already done it successfully many times.