Interim manager who implemented change

Level21, which works with Professor Robert G. Cooper, conducted an analysis of the company’s development process according to PI-Assessor. On the basis of this analysis, the management decided to reorganise the development department and establish several new management positions. A consultant from Level21 was then appointed as interim manager in a new middle management role, tasked with developing and implementing the role.

In this type of change, it is critical to manage the strategy gap that may arise when the management decide a major change to an existing organisation.  The consultant from Level21 also had to manage a two-dimensional challenge, because the organisation had to continue to develop existing product families as part of a new organisation.

The analysis not only entailed a reorganisation but also the development of both processes and the affected individuals. Another consultant from Level21 was hired as a management coach for new managers, combined with process development and training in relevant areas.

In addition, the company hired a third consultant from Level21, who boosted activities that had been put on the back burner.

Level21 handed over a functional organisation to the newly-employed permanent manager.

Control of a critical project for a strategic customer
Control of a critical project for a strategic customer
More effective project portfolio management
More effective project portfolio management
Accelerated business area growth
Accelerated business area growth
Reduced costs for indirect purchasing
Reduced costs for indirect purchasing
Interim manager who implemented change
Interim manager who implemented change