More about the interim manager
Analytical, structured, communicative, hands-on and hungry for results: this is how the interim manager approaches his mandates in IT management for SMEs and smaller corporations. With his experience as a line manager, he takes over the management of IT departments from a standing start. It makes no difference to him whether the goals have already been set or whether he is commissioned to first develop and then implement concepts and roadmaps.
He effectively shapes and drives forward the transformation of IT areas during mergers, spin-offs and other structural changes without losing sight of the requirements of ongoing operations: IT infrastructure, networks, user support, application operations and development.
Many IT organizations have grown and run into crises. Even large projects often suffer more risks than is manageable. Interim managers are happy to take over organizations and projects in such crisis situations. He develops effective short-term measures for stabilization and a roadmap for the turnaround.
In order to ensure long-term delivery capability beyond the crisis, he realigns IT organizations in the medium and long term. For example, he is introducing IT processes based on ITIL (Information Technology Infrastructure Library). This includes service catalogs with key performance indicators (KPIs), service management and service processes.
Not least, the interim manager focuses on managing IT costs. He has theoretical and practical experience in IT controlling. He identifies cost drivers, reviews the architecture and expands IT controlling in order to achieve cost targets in the long term.
The interim manager has been responsible for numerous IT projects abroad. With this experience, he takes on international IT projects: He manages them according to the objectives of the domestic parent company, but under local conditions - including on site. He also manages and coordinates international rollouts, for example on the basis of a centrally configured SAP platform that is introduced locally and with suitable change management. He works with international or local project partners, is responsible for contracts and manages offshore development.
In the context of digitalization, many IT organizations are developing agile teams and structures alongside their traditional organization. The interim manager has a wealth of experience with these hybrid structures. He weighs up the special characteristics of both worlds and uses them according to the situation to drive digitalization for the company.
To this end, he develops a digital agenda with the central building blocks of data integration, continuous integration (CI), continuous delivery (CD) and hybrid cloud infrastructure. He drives the transformation of a classic, monolithic IT architecture towards an IT landscape that corresponds to the digital agenda.
Digitalization affects the entire company, not just the IT organization. The IT manager supports this change by defining digital products for the working environment in the company (such as HR and finance, home office and mobile workplaces) and, of course, for markets and customers. This includes the introduction of product owners and structures for agile product development.
