A German electronics group was planning to replace its main revenue driver, a special software, with a new development. The combination of day-to-day maintenance of the special software and development work put a heavy strain on the IT team - and led to an increased error rate. As a result, customers were dissatisfied, turnover fell and numerous employees resigned. The company commissioned the interim manager to realign the IT department as IT Director in order to avoid a further decline in turnover - and to make the IT department fit for the future.
After a detailed review, the interim manager identified three areas for which she developed a new strategy and packages of measures: HR, divisional organization and product strategy.
Extensive recruiting programme initiated to combat skills shortage
The biggest challenge in this mandate was to solve the HR problems. For the new development, key experts had been removed from the team working on the existing software solution. This created major gaps in expertise. However, due to the major shortage of IT specialists, the vacancies could not be filled in the short term. In addition, the company had not yet become particularly active in recruiting. The interim manager quickly changed this. She used all recruiting channels: Recruitment consultants, job boards, social media and an employee recruitment program to restore the old staffing levels. She also initiated an extensive headhunting process using niche recruitment consultants who focused on the required specialist expertise.
New management structures and improved communication boost motivation
In order to restore employee satisfaction and boost motivation within the team, the interim manager established new management structures. Thanks to regular jour fixes and cross-departmental agreements, friction losses are now significantly lower. With her leadership and communication skills, the interim manager made a further contribution to the development of a new sense of togetherness and a productive working environment. She showed interest in the employees and their development by coaching managers and employees in key functions and providing situational feedback. It communicated promptly, openly and transparently.
Product strategy: roadmap developed for existing software and innovation
The third package of measures focused on the product strategy. Previously, employees and customers were not sufficiently informed about the further development of the existing software and the new product. The interim manager and her team therefore first defined a roadmap for the further technical development of the existing solution. In order to keep employees and customers up to date, she established internal and external communication for the product line. This included, for example, regular newsletters for customers.
Reorientation of the IT department successful - employees and customers satisfied
The reorientation of the IT department was successful. It resulted in a high increase in employee and customer satisfaction. It secured sales for the existing software solution and enabled the new product to be developed more quickly. The sales targets were already significantly exceeded in the year the mandate was taken over.
The extensive recruitment campaign was successful. Within 6 months, the old staffing levels were restored with highly suitable candidates. The existing software team was once again able to fulfill all tasks to the fullest satisfaction. The new development also made significantly better progress because the development team no longer had to help out their colleagues.
The trusting and approachable leadership of the employees, the constructive feedback culture and the new communication channels contributed significantly to the formation of a new management team.
