Business Development

Reorganization projects can be daunting and disruptive, but with our guidance, you can turn them into opportunities for positive change. Our interim managers have successfully led numerous reorganization initiatives, streamlining processes, optimizing resource allocation, and enhancing operational efficiency. We understand the intricacies involved in managing change within an organization and can provide you with the tools and strategies to ensure a smooth transition while minimizing disruption.

Once a company's strategy and goals have been defined, the next step is to measurably increase productivity in processes and structures. The organization now knows where the journey should lead, now it is a matter of empowering it for implementation. The operational reorganization activates the business model that is part of the new strategy and implements many of the company's levers. Optimizing the company's results by reducing costs in core processes and increasing revenues through sales offensives is the primary focus. But this should happen in a very sensitive way and not according to the old principle of pure cost cutting. The focus is primarily on existing processes.  

Business model transformation is another area where we excel. In today's fast-paced world, it is crucial for businesses to adapt and evolve. Our interim managers possess a deep understanding of various business models and can help you assess your existing model, identify areas for improvement, and develop a customized roadmap for transformation. We believe in creating agile and resilient organizations that can thrive in the face of uncertainty.

Transformation is probably the most time-consuming process and the one least likely to be defined by hard targets. Ideally, there is only one strategic goal and tactics are adjusted along the way. However, the goals become more visible as the project progresses and can be adjusted and readjusted more and more. In our experience, it is absolutely not advisable for a company in a crisis situation to seek the way out in a transformation of the business model at the beginning of the process. Only when new ground is underfoot in a robust reorganization or restructuring process can a transformation process be started. 

In all project missions, we take over the functions of CEO, CFO or CRO in our capacity as independent and autonomous interim managers. We are also regularly active as project managers in such situations and help the management in the implementation and execution. In these functions, we as interim managers are one of the most tactically and strategically decisive factors for corporate success. Quick availability, a broad and robust horizon of experience, coupled with a focus on the project are a decisive force for our clients.

We are also regularly brought into temporary projects by personnel consultants in coordination with their clients. Here it is a matter of the classic interim bridging until a new executive is found and comes on board. However, such project missions are also regularly associated with the task of carrying out reorganizations in process flows and defining an adequate profile for the new executive in coordination with the personnel consultant.

The fast availability, high flexibility and experience, coupled with creativity, makes us a strategic and tactical reserve for many companies.

iMB is guided by the Declaration of Commitment of International Association of Interim Managers. With this we commit ourselves: assume responsibility for our decisions and acts and report actively to our clients; treat all information with highest attention and privacy; check with all projects impartially if the prerequisites for a successful realization are given and in case of doubt reject a project or at least point out the only vague chances for success; only accept such commissions that can be matched with our experience and competence; align all actions and decisions target orientated to the project success; concentrate on the economic fulfillment of the scope of work agreed with the contract; safeguard all agreed functions, quality, delivery dates, mile stones and costs using all systems and procedures following the present professional state of art; safeguard the projected time-schedule, even in case of unforeseeable absence and do not create any dependency with personal or the organization of the client.