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“When digital transformation is done right, it’s like a caterpillar turning into a butterfly, but when done wrong, all you have is a really fast caterpillar” – George Westerman

Introduction: The Pressure to ‘Go Digital’ is Real

The digital noise is deafening, isn’t it? Every week, another competitor announces a new ‘AI-powered’ platform, another headline warns of a new cyber threat, and another consultant preaches the gospel of ‘disruption’. The pressure to embrace digital transformation is immense, but for most SME leaders, the path forward is anything but clear. You’re juggling tight budgets, lean teams, and a growing sense of urgency. You can’t afford to make costly tech missteps, but you also can’t afford to fall behind.

When I speak with CEOs I find the concerns are universal. They’re asking: How do I avoid wasting money on the wrong software? How do I prevent getting locked into an inflexible system that stifles our agility? Do I need to build a whole IT department? And fundamentally, where do I find the time to understand and manage all this without taking my eye off the ball of running the business? They’re worried about the risks, and they’re not alone.

Let’s just be clear, though: this article is not a shopping list for more technology. It’s a strategic roadmap – a guide designed to help you cut through the hype, prioritise what truly matters, and build a digital foundation that actively supports your strategic growth, rather than hindering it. It explores how to be strategic, not just reactive, ensuring your technology investments deliver a tangible return and pave the way for a more resilient, scalable, and successful future.

The Necessity of Digital Transformation for SMEs 

The question isn’t whether digital transformation is important for SMEs – it’s how long can you afford not to adopt the right technology? Digital tools aren’t just for large corporations anymore. Today, they’re critical to every business that wants to remain competitive and scale effectively.

Why SMEs Must Act Now

The Accelerating Pace of Digital Change:

The digital landscape is evolving faster than ever before. What worked for your business yesterday might well be outpaced by a more efficient, scalable solution today. Technology isn’t just a convenience anymore – it’s a necessity. As competitors leap ahead, those who fail to adopt the right tech risk getting left behind.

Efficiency and Scalability:

Technology enables efficiency, which is crucial for small businesses that often face resource constraints. Tools such as cloud-based accounting software, project management platforms, and CRM systems can automate repetitive tasks, free up your team’s time, and improve service delivery. And, of course, moving to the cloud greatly reduces the risk of downtime and data loss. In a world of increasing competition and shrinking margins, scaling your operations efficiently is non-negotiable.

The Cost of Inaction:

Many SMEs are already behind in adopting the right technologies, which directly impacts their ability to scale properly. Without the right tools in place, growing your customer base, managing operations, or innovating new products becomes increasingly difficult. The risk of remaining in a ‘manual mode’ or relying on outdated systems could be the barrier that prevents you from achieving sustainable growth.

The real question is: Can your business afford to wait any longer before making the right technology investments?

Related Article:

• Tech-Enabled Triumph: How You Can Leverage Technology for Unprecedented Growth 

The Mindset Shift: Avoiding the “Penny Wise, Pound Foolish” Trap

Before we even think about specific software or systems, we must address one of the biggest mistakes SMEs make in technology adoption. It’s a mistake rooted in a mindset that can cripple a company’s potential and is perfectly captured by the old English adage, “Penny wise, and pound foolish,” or as my South African colleagues so aptly put it, “Goedkoop is duur koop” – cheap purchases are expensive purchases.

The Cost vs. Investment Mindset

Too often, CEOs view technology purely as an expense – a line item on the profit and loss (P&L) statement that should be minimised as much as possible. But this mindset is flawed. Technology isn’t just a “cost”; it’s an investment in the future capabilities of your business.

Instead of seeing technology as something that drains your financial resources, start thinking of it as an asset that enables your growth. When chosen wisely, the right tech solutions can reduce costs, increase efficiency, and unlock new opportunities for innovation and diversification. This isn’t about spending more money – it’s about spending smarter.

For example, consider investing in a cloud-based CRM system that helps you track customer interactions and sales pipelines. While this might require a bit of upfront cost, the efficiency it brings in streamlining sales and marketing processes will likely pay for itself in a matter of months, enabling you to scale strategically and increase your product diversification.

Align with Your BHAG (Big Hairy Audacious Goal)

Here’s where you need to challenge yourself: Don’t buy technology for the business you have today. Instead, think about the business you want to have in 3 to 5 years. Your Big Hairy Audacious Goal (BHAG) is the vision for your business’s future. Invest in technology that supports that vision and can scale with your business.

As you review potential tech solutions, ask yourself: Will this system still be valuable to us as we expand, diversify, and innovate in the future? Will it support our growth, or will it create roadblocks when we scale?

Aligning Technology with Your Diversification Strategy

Many SMEs adopt new technologies without considering how they align with long-term strategic goals, such as business diversification or expanding into new markets. This is where the danger of the “penny wise, pound foolish” mindset comes into play. While it might be tempting to opt for the cheapest software, this often leads to a lack of flexibility, wasted time, and higher costs down the line.

Instead, think of your technology as the bedrock of your diversification roadmap. Whether you’re pursuing market diversification by entering new regions or product diversification by expanding your offerings, your tech needs to be able to support these goals. Don’t choose something that will limit your ability to adapt in the future.

Link to Proven Concepts: The Art of Scale

This approach is central to the principles laid out in Jason Goldberg’s The Art of Scale, which highlights the importance of using technology to standardise processes and reduce overheads. As Goldberg discusses, the key to scaling your business without increasing fixed costs is to leverage technology for flexibility and efficiency.

By focusing on scalable systems, you can keep overheads low, turning fixed costs into variable costs and avoiding the costly mistakes of trying to make do with inadequate systems. As you plan your diversification strategy, ensure your technology stack is part of that equation, enabling your business to grow without unnecessary friction.

Related Articles:

• Scaling for Success: Unleashing Growth and Profits in Your Business
• Business Diversification Strategies: Driving Sustainable Growth with New Products and Markets

Your Prioritisation Framework: A CEO’s Tool for Strategic Decisions

So, where do you begin? The number of technology options available can feel overwhelming. With so many choices, it’s easy to feel paralysed by the sheer volume of decisions you need to make. The key to navigating this is to simplify the process, focus on what truly matters, and ensure that each investment aligns with your long-term strategy.

To cut through the confusion, you need a simple, repeatable tool for making strategic decisions. I call it the ‘Impact vs. Affordability Matrix’. This isn’t a complex spreadsheet but an easy 2×2 matrix; it’s a way of thinking that forces you to prioritise ruthlessly and focus your limited resources where they will generate the greatest return.

Step 1: Identify the Pain & Potential

Before you jump into the matrix, it’s important to get clear on the key areas where technology can drive the most value. This requires an honest assessment of the pain points and potential for growth in your business.

1. Efficiency Gains: Ask yourself: Where are the biggest time sinks in your business? Are your team members still spending too much time on manual data entry, chasing overdue invoices, or handling repetitive client communication? Identifying these pain points will highlight the areas where automation can have the most significant impact.
2. Customer Experience: What’s the biggest friction point in your customer journey? Is it slow response times, a clunky online booking system, or a lack of integration between sales and service? Technology that enhances customer experience is a critical growth lever for any business.
3. Risk Reduction: Where is your business most vulnerable? Is there a single spreadsheet that holds your most critical data? Are there key-person dependencies? If your current systems are vulnerable to data loss or security threats, investing in robust systems can drastically reduce risk.
4. Growth Levers: What’s preventing you from serving more customers effectively? Do you struggle to track leads, manage your sales pipeline, or maintain clear communication with clients? Identifying these gaps will guide you toward scalable solutions that support your expansion.
5. Hybrid and Remote Work: The pandemic accelerated the shift to remote and hybrid work, and many SMEs are now embracing flexible work arrangements. This requires technology that enables smooth collaboration, communication, and productivity across distributed teams.
6. Security Considerations: With remote work comes added complexity in terms of cybersecurity. How will you ensure secure file sharing, data protection, and compliance with GDPR and POPI regulations? The right tech should enable secure remote working without adding unnecessary complexity.
7. Core Business Needs: Finally, identify the systems most critical to your business operations. Is it your accounting software, your CRM, or your cybersecurity platform? This is where you need to focus first – implementing a must-have vs. nice-to-have matrix to prioritise your most essential systems.

Step 2: The Impact vs. Affordability Matrix

Now that you’ve identified the pain points and potential for growth, let’s apply the Impact vs. Affordability Matrix. This tool helps you visualise which tech solutions will have the most immediate impact while staying within your budget.

Quadrant 1: Quick Wins (High Impact, High Affordability)

These are your immediate priorities. They solve a significant problem without breaking the bank. Examples include implementing a cloud-based project management tool like Asana or Trello, using an automated invoicing platform like Xero, or adopting a simple but effective CRM. 

Quadrant 2: Strategic Investments (High Impact, Low Affordability)

These are the big, game-changing projects that require careful planning and budget allocation, and which can drive significant growth. Examples could be a bespoke ERP system or a major e-commerce platform overhaul. This is where the “Penny wise, pound foolish” warning is most critical. These investments define your future capabilities and must be chosen for their scalability and long-term value, not short-term cost.

Quadrant 3: Future Optimisations (Low Impact, High Affordability)

These are the nice-to-haves. They are often inexpensive tools that can add marginal value. Pursue them if you have spare capacity but never let them distract you from your Quick Wins or Strategic Investments. Examples could include enhanced reporting features, additional tools for team collaboration, or upgrading your website.

Quadrant 4: Re-evaluate (Low Impact, Low Affordability)

These are the tools or features that are currently not worth the investment. They may be tempting but are more likely to drain your resources. Park these for now and revisit them when you’ve addressed the more critical needs.

This framework gives you a clear, visual way to build your diversification roadmap. Now that you have a tool for making decisions, let’s look at the core areas of your business where you should apply this thinking.

Related Article:

• Creating a Diversification Roadmap: A CEO’s Framework for Smart, De-Risked Growth

Building for Resilience: The Core Pillars of Your Digital Foundation

A practical digital transformation for SMEs is not about bolting on random apps; it’s about constructing a sturdy digital foundation. By applying the Impact vs. Affordability Matrix to the following three pillars, you can ensure you are building for genuine resilience and strategic growth.

Pillar 1: Financial and Operational Systems

This is your business’s central nervous system. It’s where you find your single source of truth. Modern, cloud-based accounting systems (like Xero or QuickBooks) do more than just manage the books; they provide the real-time data needed for smart decision-making. When integrated with operational tools for project management and team communication, they create a powerful engine for efficiency, helping you to streamline processes and boost your bottom line.

Pillar 2: Customer Systems (CRM & Marketing Automation)

If financial systems are your internal nervous system, customer systems are your connection to the outside world. A Customer Relationship Management (CRM) platform is the heart of any growth strategy. It moves you beyond messy spreadsheets to a centralised hub of all customer interactions. A good CRM is the primary tool that unlocks market diversification, allowing you to segment your audience, track leads from new channels, and manage a growing sales pipeline with clarity. When you combine a CRM with marketing automation tools, you gain the power to nurture leads and serve new customer segments at scale, a critical step in any ambitious diversification strategy.

Pillar 3: Cybersecurity and Compliance

In the digital age, security is not a feature; it is the foundation upon which everything else must be built. Too many companies treat it as an afterthought, only reacting after a breach has occurred. This is a catastrophic mistake. From day one, every technology decision must be viewed through a security lens. This includes basics like multi-factor authentication, encrypted data storage, and regular security awareness training for your team. Furthermore, compliance with regulations like GDPR and the POPI Act is non-negotiable. Approaching this not as a burden, but as a framework for building customer trust, turns a legal requirement into a competitive advantage. Remember, your customers are trusting you with their data; protecting it is your fundamental duty.

Related Articles:

• Boost Your Bottom Line: Streamlining Processes for Supercharged Business Efficiency
• From Fragile to Fortress: Safeguarding Your Business with Cybersecurity Best Practices
• Compliance is More than a Tickbox: How Building a Culture of Compliance Can Drive Business Growth

The Implementation Blueprint: In-house, Outsourced, and Secure

Having a strategy is one thing; executing it is another. For an SME, the resource question – who does the work? – is paramount. The decision largely depends on the complexity of the system and the resources available within your team.

The Resource Question: DIY or Call in the Experts?

Use Internal Resources When: 

You have employees with the necessary skills to implement simple, off-the-shelf solutions without distracting them from their core duties. For example, implementing a SaaS-based CRM system or migrating to a cloud-based accounting system can often be handled in-house if the tool is user-friendly and doesn’t require major customisation. If the project requires deep knowledge of your unique business processes, internal resources will generally be a better solution, too.

Use External Resources When: 

You need specialised expertise, such as setting up a custom ERP system, handling data migration, or addressing complex cybersecurity challenges. Consultants or agencies can step in to manage these processes, saving time and ensuring everything is done correctly from the start. Also consider external resources when speed is essential and / or you want an objective outside perspective.

Hybrid Models: 

Consider a hybrid approach where you use internal staff to oversee the project but outsource specialised or shorter-term additional tasks. For many SMEs, the smartest move is a hybrid model that leverages a Fractional Executive. A Fractional CIO or CTO is an experienced technology leader who works with your business on a part-time basis. This gives you access to C-level strategic expertise to guide your roadmap and oversee implementation, without the significant cost of a full-time executive salary. It’s the perfect solution for filling a critical knowledge gap while maintaining a lean structure.

Security & Compliance by Design

Data protection and compliance must be built into your systems from the very beginning. Cybersecurity shouldn’t be an afterthought or an added cost; it must be an integral part of your digital transformation strategy.

GDPR and POPI compliance are vital for businesses handling customer data, especially if you are working with a remote team. But rather than seeing these regulations as burdens, think of them as a framework for building customer trust. When implemented correctly, they provide a structure that can prevent data breaches, protect sensitive information, and strengthen your brand.

Cybersecurity doesn’t have to be expensive. There are many affordable solutions – such as two-factor authentication, secure file-sharing platforms, and end-to-end encryption – that SMEs can implement to protect themselves from cyber threats.

Staying Focused on What Matters

Don’t get distracted by the latest tech trends or “shiny objects.” Stay focused on the systems that directly support your strategic growth as mapped out.

Your Digital Transformation Readiness Checklist

To help you get started, here is a practical checklist to assess your readiness for any new technology project.

1. Problem Definition: Have we clearly defined the specific business problem this technology will solve?
2. ROI & Metrics: How will we measure success? What are the key metrics (e.g., time saved, leads generated, error reduction)?
3. Internal Champion: Who is the senior owner of this project, responsible for its success?
4. User Impact: How will this change the daily work of our team, and how do we manage the communication to ensure buy-in?
5. Training Plan: What is our plan for training the team to ensure high adoption?
6. Integration Needs: How will this new tool connect with our existing systems?
7. Data Security: Have we fully assessed the security and data compliance (e.g., GDPR and POPI) implications?
8. Vendor Vetting: Have we checked the vendor’s reputation, support, and long-term viability? Could we find ourselves locked into a relationship we’ve outgrown with no access to our data?
9. Total Cost of Ownership: Have we accounted for subscription fees, implementation costs, training time, and ongoing maintenance?
10. Scalability: Will this solution scale to support our business as we project it to be in 3-5 years, and even beyond, and is it fully aligned with our BHAG and overall strategy?

The Human Factor: Taming the Technology We Deploy

We must address the great irony of the modern workplace: the very technology designed to make us more productive can often become our biggest source of distraction. The constant deluge of emails, back-to-back video calls, and an endless stream of notifications from collaboration apps create a state of perpetual distraction. The cost of this task-switching is enormous, shattering focus and hindering deep work.

The Productivity Paradox

While the goal of technology is to increase efficiency, it can inadvertently lead to productivity loss. Time spent on email, meetings, and distractions from social media or apps can erode the very benefits you sought when adopting new tools. The solution lies in setting clear protocols and using tools that are in alignment with your team’s work style.

Culture and Protocols: The Backbone of Effective Tools

A tool is only as effective as the culture surrounding it. A new project management tool is useless if your team continues to manage tasks via email chains and hallway conversations. You must support your technology investments with clear protocols and new ways of working. Productivity isn’t a feature of the software you buy; it’s a function of the mindset you cultivate within your team. 

Enabling New Ways of Working

This is especially true in our new world of hybrid and remote work. The right technology stack is the backbone that enables a distributed team to thrive, but it’s the culture of trust, clear communication, and defined protocols that makes it work. Your technology should enable your culture, not dictate it.

Related Articles:

• Conquering Email Overload: Striking the Balance for Business Leaders
• Culture Without Borders: Building a Strong Hybrid Work Culture in a Distributed World
• “Productivity is less about what you do with your time. And more about how you run your mind.” – Robin S Sharma
• Mastering Time Management: Escaping the Urgency Trap for Leadership Success

Conclusion: Your First Step on the Digital Roadmap

Embarking on a digital transformation journey can feel daunting, but it doesn’t have to be. The key is to trade reactive panic for proactive strategy. Begin with a mindset shift, viewing technology not as a cost to be minimised but as a strategic asset to be maximised. Use a simple framework like the Impact vs. Affordability Matrix to prioritise ruthlessly, focusing your precious time and capital where they will make the most difference.

And build for the business you are becoming, not just the one you are today. Embed security and compliance into the very fabric of your decision-making. By taking this measured, practical, and strategic approach, you ensure your investments drive real, sustainable growth. A practical digital transformation for SMEs is not about having the most dazzling technology. It’s about having the right technology, implemented smartly, to ensure that when your business transforms, it truly becomes a butterfly, not just a faster caterpillar.

Next Steps:

Now that you have a clear roadmap for affordable digital transformation, it’s time to take action. Begin by identifying the key areas where technology can drive the most value in your business. Start small, focus on high-impact solutions, and build for the future. 

FAQs – Top 10 Questions About Digital Transformation for SMEs:

1.  How much should an SME budget for technology?

There’s no single percentage, as it varies by industry and growth stage. A better approach is to move away from a fixed “IT budget” and towards project-based investment cases. Use the framework in this article to identify a high-impact project, calculate its Total Cost of Ownership (TCO), and evaluate its potential ROI. This shifts the conversation from “How much can we spend?” to “What is the return on this specific investment?”

2.  Cloud vs. On-Premise: which is better for an SME?

For the vast majority of SMEs, cloud-based solutions (SaaS – Software as a Service) are the superior choice. They offer lower upfront costs, scalability on demand, automatic updates and backups, and remove the burden of maintaining physical servers. This allows you to focus your resources on growing your business, not managing IT infrastructure.

3.  How do I get my team to actually use the new software we buy?

Adoption is critical. Start by involving key team members in the selection process to build buy-in. Appoint an internal “champion” for the new tool. Most importantly, invest in proper training that goes beyond features and focuses on how the tool solves their specific problems and fits into their workflow. Lead by example – if the CEO uses the new CRM, the sales team is more likely to follow.

4.  Isn’t Artificial Intelligence (AI) too complex and expensive for a small business?

This is a common myth. Today, powerful AI is embedded in many affordable tools you might already use. AI-powered features in your marketing software can help you write better copy, AI in your CRM can score leads, and AI in your accounting software can automate expense categorisation. The key is to look for practical AI that solves a specific problem, not to pursue “AI” as a standalone goal.
Related Article: Practical AI for SMEs: Streamlining Operations, Boosting Efficiency, and Gaining a Competitive Edge

5.  How do I decide between in-house and outsourced digital transformation?

Use internal resources for simpler, off-the-shelf solutions that don’t require significant customisation. For complex needs like ERP implementation or cybersecurity, consider outsourcing to experts who can deliver the project quickly and correctly.

6.  What’s the very first tech-focused hire I should consider making?

Before hiring a full-time IT person, first consider a Fractional CIO/CTO. As mentioned in the article, this gives you high-level strategic guidance without the full-time cost. Your first full-time hire should likely be a “Technology Generalist” or “IT Operations Manager” who can manage your SaaS tools, support your team, and execute the strategy set by you and your fractional executive. This tees up our future article on bridging the skills gap.

7.  How do I measure the ROI of a technology investment?

ROI can be both quantitative and qualitative. Quantitatively, you can measure metrics like hours saved per week (multiplied by salary cost), reduction in errors, increase in lead conversion rate, or faster invoice payment times. Qualitatively, measure improvements in customer satisfaction scores (NPS), employee morale, and your ability to make faster, more data-driven decisions.

8.   My business is unique. Will off-the-shelf software really work for me?

This is a common concern that leads to expensive, custom-built software. In 95% of cases, the answer is yes. The best modern SaaS platforms are highly configurable. The goal is not to find a tool that perfectly matches your current, perhaps inefficient, processes. The goal is to adopt a best-practice workflow facilitated by the software and adapt your processes slightly. This standardisation is a key element of scaling your business. Only consider custom software for a process that represents your core, unique competitive advantage.

9.  Why is cybersecurity so important for SMEs in digital transformation?

Cybersecurity is non-negotiable. SMEs handling customer data must comply with regulations like GDPR and POPI. Implementing affordable security measures such as two-factor authentication and encrypted file sharing can protect your business from costly breaches.

10. How can I ensure my technology investments are future-proof?

Choose scalable, user-friendly solutions that integrate with your existing tools and avoid vendor lock-in. Always consider your BHAG and future business needs.

The world is changing rapidly under the influence of the monetization of society, the pressing environmental issues (1) and the digital transformation (2) that affects all fields. The functioning of organizations is inevitably impacted by these changes, as well as the way we work and therefore the role of an Interim Manager. But how?

A prospective study (3) presented in the article “The Future of Work” in the Futuribles Magazine of September 2017 (HÉRY Michel, LEVERT Catherine, « L’avenir du travail. L’impact des technologies sur l’emploi et sa pénibilité », Futuribles, n° 420, septembre-octobre 2017, p.5-18. ) postulates 5 assumptions regarding the evolution of society and their impact on the way we work (4). I have taken some excerpts from this study, marked “in quotation marks and italics” and supplemented them with other sources and my own managerial experience to present you 5 assumptions of evolution within the context of the work of an interim manager.

 1st assumption: Financial profit comes first => Interim manager: victim or executioner?

In this assumption, “the demands of shareholders in terms of return on investment, which have constantly risen over the last thirty years,” continue to increase. They aggravate the “very strong growth of medical conditions such as musculoskeletal disorders and those associated with Psychosocial Risks… The increased intensification of work causes accidents and medical conditions, but also premature fatigue of workers and exclusion from the labour market due to lack of suitable jobs. This leads to a society operating at several speeds, with healthy employees on one side and marginalised ones on the other,  more or less struggling on compensation packages and minimum allowances.”

Interim managers are often key players in these organisational modes, which lead to exclusion, accidents and medical conditions. They may also be victims. However, a seasoned interim manager, thanks to his independent status and his ability to alternate varied missions and inter-missions, stands a better chance to cope with the changes than other workers, and even to develop professionally and maintain his health.

2nd assumption: Digital transformation as a job destroyer => the robot interim manager

“Robotization has accelerated and the gains are concentrated in sectors and companies that have been able to take full advantage of automation and could improve their competitiveness in increasingly competitive markets.” The most pessimistic scenarios that predict the destruction of up to 50% of jobs become reality. Thus “the employment rate is falling and funds are lacking to finance social protection“. Also in this case, “a two-speed society is developing, with bands of severe poverty“. On the one hand the are the designers, makers and profiteers of this increasingly robotic world, on the other hand the “populations who just manage themselves to get by, who live on small jobs, and in precarious situations“.

To make a living from his job, whether he specializes in IT or not, the interim manager must constantly be on the lookout, re-train, and ensure the teams, he takes charge of remain at the forefront of digital transformation and bring added value to his clients. When there is an opportunity to implement a job-destroying technological “progress” and/or to downsize the workforce accordingly, the interim manager either proves himself efficient and able in carrying out this change, or he excludes himself from an increasing share of his market.

3rd assumption: Digital transformation at the service of mankind => the interim manager as moderniser

In this third assumption, digital transformation allows to “simplify tasks, but also to reduce the health and safety concerns of working populations. Value-added gains are used to finance social protection and training. They benefit everyone. The general improvement of health, living conditions and prosperity enables the population to work, train regularly and consume, maintaining general well-being.”

In this context too, the interim manager must be constantly on the lookout, training and ensure the teams, he takes charge of remain at the forefront of digital transformation and bring added value to his clients. When his mission requires him to implement technological progress that will put into question the organization entrusted to him, he will also be in charge to redeploy the affected personnel to other activities.

4th assumption: Harmonization of organizations => the energy liberating interim manager

According to the study “Future of Work” presented by the Futuribles Magazine, which inspired this publication, “excessively structured and pressured work organisation leads to such detrimental effects on the economy (loss of skills, lack of innovation, recession…) that companies” turn to radically different modes of management “looking at concepts that are collective, collaborative, return to the local level”, decentralisation of powers, self-determination and agile organisation.  Models such as free enterprise (5), harmonious enterprise (6) and other concepts that meet these needs are implemented in most of the organizations. They promote employee engagement and contribute to social stability and higher living standards. The jobs they create provide citizens not only with financial security, but also a sense of self-esteem and optimism.

In this context, organizations that use interim management need interim managers with radically different skills and know-how from traditional interim managers, who mainly bring business experience, the ability to manage and train teams and deliver results.  Rather, they favour managers who develop or maintain the performance of the organization entrusted to them, their own human dimension and that of all the people concerned. These managers take their personal development, and that of their team members very serious, and strive to master management methods that contribute to the coherence and harmony of organizations (7).

5th assumption: Search for Global Performance => the global interim manager

The excesses of unbridled liberalism aggravating social injustice, global warming, various forms of pollution, depletion of resources, geopolitical confrontations and the loss of meaning, brings on an almost generalized awareness of the necessity to react drastically. There is a radical change in the model of society. “People and quality of life play a central role in companies and society.” Gradually, influenced by the population and inspired by success models such as Patagonia, Pocheco, the Archer Group or the village of Ungersheim (8), public bodies, companies and associations are giving priority to strategies and organizational methods that genuinely combine economic development, social and societal development and environmental preservation. Greenbashing and facade CSR policies are no longer accepted.

In this context, the interim manager is selected based on his or her capacity to develop the Global Performance (9) of his or her organization, according to the following 4 dimensions: economic efficiency, staff well-being, environmental performance and positive impact of the organization on the community and future generations. And all this in synergy (10).

Which assumption to use and when?

These 5 assumptions are already a reality to varying degrees. The first, “Financial profit comes first”, is no more than the amplification of the dominant economic model. The “Digital transformation” is in its early stages and is looking for a path between the 2nd assumption “job destroyer” and the 3rd assumption “at the service of mankind”. The 4th and 5th assumptions “Harmonization of organizations” and “Search for Global Performance” can only be found in a few rare organizations, but they give rise to more and more publications, debates, awareness building, projects, vocations, globally, especially among young people. This gives a chance to the last 3 virtuous assumptions to overtake the first 2, but at what speed?

The defenders of the 1st or 2nd assumption treat, in the name of “realism”, the 3 other as utopian visions and consider them only in a minor way or, in some cases, use them to give themselves an artificially responsible image or good conscience. Utopians dream of a quick switch to the 3rd, 4th or 5th assumption. The true realists, who are still in the minority, are aware that at the risk of plunging into a devastating crisis, human civilization has no other choice but to shift towards a world driven by Global Performance and harmonious organizations within the next ten years latest. At the same time, they are aware of the huge challenge inherent to this shift in paradigm.

What approach should the interim manager adopt?

For his part, the interim manager, a key actor in the implementation of these 5 assumptions, has, to simplify, the choice between 5 approaches:

1. to ignore these issues;
2. to reject the issues and to refuse to believe in it;

or to be aware of the issues and opt for one of the following:

3. to be passive, by selecting one’s missions based on criteria that correspond to one’s values, without being militant, at the risk of reducing the number of potential assignments.
4. to be cynical, by acting along any of the 5 assumptions, according to the opportunities of the assignment, to get the maximum benefit from it;
5. to show militant engagement, by selecting one’s missions according to clearly stated criteria (e. g. refusal of pre-defined missions to close down a company) or by accepting missions corresponding to any of the 5 assumptions, but by seeking to influence the course of the missions and the organizations in which one intervenes according to one’s values (e. g. supplementing a purely financial mission objective with an approach to improve the quality of life at work). The interim manager must of course respect the client’s objectives if he or she wishes to remain in the business, but he or she can also try to change them (11).

Of course, the 5 assumptions and approaches above are caricatured. Reality is likely to be a mixture of these and new realities may emerge. The purpose of these caricatures is to sensitize interim managers to the often neglected purpose of their profession. It is not just about earning a living, social integration, meeting the needs of our clients and to develop further. It is also a means of contributing to the evolution of our society, which is at a crucial turning point.  It is up to each of us to make a contribution!

Special Thanks to “Futuribles” for allowing me to quote from their article “L’avenir du travail. L’impact des technologies sur l’emploi et sa pénibilité.” (HÉRY Michel, LEVERT Catherine)

(1) Areas of influence of the environmental issues: energy transition, material depletion, water crisis, human and natural migrations linked to global warming, loss of biodiversity, etc….

(2) Digital transformation = robotization, uberization artificial intelligence, Big Data, etc… see a complete list in the Digital Innovation Glossary.

(3) INRS = Institut National de Recherche et de Sécurité pour la prévention des accidents du travail et les maladies professionnelles. The coordinators of this study are Michel Hery and Catherine Levert.

(4) The 5 assumptions presented in the article of Futuribles of September 2017 (www.futuribles.com) which inspired this publication are 1. Work intensification. 2. Privatization of the benefits of robotization. 3. Robotisation with distributed profits. 4. Essence of liberated companies. 5. Relocation. Article original : HÉRY Michel, LEVERT Catherine, « L’avenir du travail. L’impact des technologies sur l’emploi et sa pénibilité », Futuribles, n° 420, septembre-octobre 2017, p.5-18. URL:  www.futuribles.com/fr/revue/420/lavenir-du-travail-limpact-des-technologies-sur-le
A memo on “The future of the managerial profession: Agony or Harmony?” was also published on The Blog of B-Harmonist

(5) Movements of the liberated company: www.mom21.org, www.reinventingorganizations.com

(6) Harmonization of Organizations: www.b-harmonist.com.

(7) See Article:”Liberated enterprise and transitional management” and (8)

(8) Management mode allowing the harmonization of organizations and oriented towards Global Performance: manager21. net.

(9) Models of lead organisations: Patagonia, Le Groupe Archer,  Pocheco, Village of Ungersheim.

(10) Global Performance, a concept developed by the CJD: www.performanceglobale.cjd.net. Read articles: Why integrate Sustainable Development into the strategy and management of your company? and How to integrate the D. D. D. …?

(11) Argument for changing the objectives of the principal: Open letter to 21st century business leaders

About the author: Didier Douziech is graduated from Arts et Métiers Paris Tech, one of the top French engineering schools and he participated to the Advanced Management Programme of INSEAD. He has a 31 years’ work experience, 21 in France, 10 in other countries (Japan, Germany, England and Spain). French is his mother tongue and he uses English, Spanish, German and Japanese professionally. He has extensive experience in most of the key positions in a company: board member, managing director, sales & marketing director, industrial director and data processing manager.

With this multidisciplinary and multicultural experience, since 2006 Didier Douziech has operated as Executive Interim Manager and Consultant in industrial and BtoB service companies, as Managing Director, Plant and Industrial Director or Sales & Marketing Director. This field experience is enhanced by ongoing training in the areas of personal development, communication, change management and sustainable development. As a result, Didier Douziech has developed a structured set of skills, methods and tools entitled “Life skills and know-how of 21st century Managers” which he transmits to his employees when on mission as well as widely through conferences and on the web.

View Didier’s short bio

His service offer:

His prefered position is Managing Director of companies involved in BtoB market. He’s especially efficient in global business development and turnaround of distribution, service and industrial companies. His education and professional experience allow him to be also an efficient sales & marketing director or plant manager.

Specialities:

International environment, component business in the automotive market, glass and material industries, engineering, robotics, NC machine manufacturing, web business, sustainable development, publishing and distribution.