Interim Manager Archive

The end of the Set-Top Box?

By Didier Zwierski

After the Swiss telecom operator Salt, the French TV operator Canal+ launches a new offer and provides his subscribers with an Apple TV as a terminal, replacing then its own decoder by an App that will give access to Canal+ pay-TV programs and services (see the link below). Is this the coming end of the STB business?

Indeed, for broadband TV (i.e. xDSL, Fiber and Cable – Satellite being of course a different story), in countries where Network PVR is legal, this is a smart way to go : no investment in developing a new terminal, faster – and cheaper – time-to-market, no dependency on a middleware vendor, use of the Apple brand, relying on a first-class partner for a high quality terminal… In the case of Canal+, it allows the pay-TV operator to reach the subscriber independently from the broadband service provider. Continue reading

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CEO Worldwide announces new ‘direct contact’ approach for freelance executives

Executive recruitment company CEO Worldwide, a Forbes’ Top 250 Recruiter, has launched a new contact model for its 12,500+ iCEO™ certified freelance executives (interim managers, executive consultants and executive coaches.)

Now offering a ‘direct contact’ approach, which enables these candidates to include their contact details alongside their personal profiles, the business hopes to encourage conversation between candidates and potential employers and remove barriers to employment.

There are two options available for freelance executives, interim managers, executive consultants, coaches and trainers; the first, for 120 USD per year, which allows candidates to publish their email address and telephone number on the CEO Worldwide website alongside their iCEO profiles, and a second, for 240 USD per year, which also includes promotion of a candidate’s profile video and proactive promotion across CEO Worldwide’s social media channels. Continue reading

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Management of Business Units by Anne-Claire Humeau

As a Managing Director Anne-Claire oversaw many international projects in varied sectors, such as Consumer Goods, Textiles, Automotive. In this video she talks about the Management of Business Units

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How to make the brand turnaround on the first biggest Global Market after US? A story by Nathalie Schneider

Before we go into the details of the brand turnaround project, I would like to give a short statement about being a women leader: YES, I AM A WOMEN BUT I have always behaved without thinking I am a women. Work place is competitive for all (men and women) and what will make difference is results, how to get them and how you develop your team& work with others. I have always tried to lead by example. When I took this turnaround challenge, I was the first women to do so and my sales force and customers were mostly men. I gained respect step by step from all. Then I tried to balance the team with more women as I believe the balance creates a good mix and is part of diversity. Continue reading

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International Interim Management by CEO Worldwide

Managing a turnaround,

Managing structural change,

Managing new complex projects,

Filling vacant positions temporarily,

… that require an interim manager? Discover our International Interim Management service

https://www.ceo-worldwide.com/interim-management.php

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How do you successfully implement change?

Talking about change, most managers talk about the process. But there is another element, claims Neil, a renowned top manager and change specialist. An element that is often neglected, but vital to succeed. How do you successfully implement change?

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39 confessions of a French turnaround executive

This e-book, written by Erik Van Rompay, tells you about the life of a turnaround guru and about hidden behaviours of executives when they are called in to rescue a company. Our turnaround executive presents 120 real-life situations he has experienced during 4 of his most recent rescue assignments as interim executive, with many examples of good and bad practice and some unusual strategies applied.

Introduction

More and more groups struggle to maintain profitability, to maintain their market presence or expand by integrating new activities. These strategic expansion plans or recent acquisitions did not deliver the expected results and increased the fragility of the company. Continue reading

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Busines Turnaround Case Study

Manufacturing Company Turnaround

The Challenge:

  • Business was unprofitable, cash negative and losing customers. Management in conflict & demoralised.
  • Customers were very unhappy and were reducing orders and changing suppliers.
  • The manufacturing process consisted of extrusion and thermoforming, i.e. a linked batch operation.
  • Disorganised and dirty factory that had been put on notice by BRC to improve in 6 months. Poor delivery lead time, weak safety, bad maintenance.
  • Order lead time was very long and OTIF very Management had therefore decided to make trays to a forecast and this had exacerbated the problem further and driven up WIP and FG. WIP and FG stocks were in excess of 6 months.
  • Stock counts were uncontrolled and not carried out regularly at month end.
  • Although cash was very tight there was no effective cash forecast regime in place.
  • There was an inadequate sales plan in place which was subsumed by the need to constantly deal with customer crises related to late delivery and quality problems. There was excessive dependence on two customers.
  • Customers in UK, Ireland and Benelux.

 Productivity = Profitability.
 Develop your team and plan.
 Engage, energise & empower your people.

The Solution:

  • Reduced headcount from 138 to 65, dismissed all directors and two managers and in the process eliminated two layers of management.
  • Developed management team & strategic plan & implemented Lean. Reviewed sales & production through value stream analysis & drove integration of these functions.
  • Changed ‘make to forecast’ to ‘make to order’. Reduced FG stock to 10 days & WIP to 5 days, eliminating a 3000 sqm store. Cut order delivery time to 24hrs on identified lines.
  • Set up shop floor data collection and installed IT that provided real time performance measurement on 2 extruders & 8 thermoformers. Measured Availability, Speed, Quality & OEE reviewed by shift. Implemented asset care system. Improved availability & developed planned maintenance.
  • Integrated the order entry and production planning processes, drastically improving service speed, flexibility, order turn around. OTIF 99%.
  • This process together with Kaizens energised the shop floor and forged strong (e.g. T/F tool change cut from 4 hrs to 2 hrs then 15-30 mins).
  • Reorganised management & segregation of rework and reduced bad waste to <0.1%.
  • Implemented safety improvement plan with monthly meetings. Guarding, ASIs, Risk assessments, changed material flow, implemented safe WIP roll handling. Removed FLTs from production aeras.
  • Reduced NPD lead times from months to 4 weeks through key alliance with tool maker.
  • Worked closely with sales team & key customers. Weekly reviews of existing customers and new business development.
  • Established detailed monthly financial reporting & 12 month rolling cash flow updated daily.

Results:

  • Reduced breakeven from £13m to £7m, brought company to profit in 12 months, reduced stock by 80% in 8 months. Improved OEE by 73% in 18 months.
  • Cash positive in 18 months.
  • Direct labour reduced from £2.4m to £1m pa, material cost decreased by 22% in 12 months.
  • Reduced low margin business, grew sales profitably to £9m in 2 years.

Written by    Written by Mike Stewart, BSc Chem Eng, MBA

Strong practical experience at MD level. International experience includes being ‘parachuted in’ on a number of occasions to turn around troubled companies, as well as entering new markets and growing businesses.

Led 3 turnarounds in 7 years at £40 -£60 m pa businesses (330-500 people). All were complex multi site manufacturing businesses with very demanding JIT customer service requirements. Continue reading

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How to let an Interim Manager do “the job” or “a great job”?

The background of this article are two French firms in trouble, with around one hundred employees and twenty million in revenue each. These two manufacturers of industrial equipment are subsidiaries of two international Groups of about 1,000 employees and € 200 million in revenue. Each local company suddenly loses his top manager, for different reasons, but that lead the Groups in both cases to assign an Executive Interim Manager. This aims to take control of the French subsidiary to drive organizational change and allow time to set up a sustainable solution for the management of the company. This is not a fiction, both cases were experienced by the same Interim Manager 1 year apart. Continue reading

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Why Renewable Energies Need A Renewable Mindset

Written by Dr. Liborio F. Nanni

 Energy is by definition an exciting thing. We use that word not only to describe the motor of our everyday life, the very essence of how our world works, but also to define spirit, character, even a conversation. It’s too bad if we happen to fail in comprehending the latter (that’s life), but if we also fail to understand energy as the primary and complex matter and industry that it is, then we are bound for catastrophe. As simple as it may sound, this is what has been happening in the past 10 years in the energy industry worldwide: the idea that business can apply to energy like any other, that its experts are such even if by unverified proclamation and that if we end up paying a lot for renewables it is because it’s just an unprofitable idea, at least for now. Continue reading

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