A FTSE100 change management director reflects on three years of involvement in a complex, global shared services programme.
Talking with my peers, I hear among the war stories some very different experiences of working with interim managers. These range from the sublime to the disastrous. This is my personal view of the benefits and critical success factors, based on my experience of leading the establishment of a global change management team over three years.
To set the scene, I was working in a global FMCG business with more than 150,000 employees and an ambitious growth agenda. The business had a strong track record of driving transformation, having implemented SAP and outsourced significant elements of its back-office services. In 2010, the business took a step change decision to create an integrated group organisation covering all aspects of global employee services; everything from recruitment to room booking, from IT to invoice management.