What gets measured, gets done
Robert Smith looks at improving the use of Interim Managers within The Built Environment
Increasingly rigid briefs, more and more onerous contractual obligations and let’s not forget the need to innovate. These are just a few of the factors to be considered before embarking on a construction project. Oh yes, don’t forget to add in the fact that your client has set you a deadline and your shareholders would like it to turn a profit too!
Once the architect, consulting engineers, design managers, cost planners, procurement professionals and project planners have played their part, the project is good to go. Then it’s over to the delivery team to work through design drawings, delivery schedules, meeting handover milestones, etc., etc. (For those vital professions I’ve missed out, I do apologise!)
Sounds like a lot of work, I’m sure you’ll agree. That being said, whether you’re building a domestic extension or the Shard, you wouldn’t kick off the project without a plan. After all, what gets measured, gets done.
This leads me seamlessly into my point: how can we improve the use of Interim Managers within the Built Environment?
Please forgive the rhetorical question, but how often do you (as a Built Environment collective) use your expertise in planning, contracts, milestones, delivery or budgetary control when engaging an Interim Manager? I’m pretty sure the answer isn’t “always”, but most likely “a lot less than you know you should”!
Granted, this often isn’t easy to do, however our innovative new system, ROI (Return on Interim), helps to address this. Even before an assignment begins (in fact, even before the search commences) we work with the client to define a brief with clear outcomes and agreed milestones.
We feel that this process - documented properly and presented intuitively - is a game changer for the world of interim management.
For the interim - it creates a feedback mechanism, something that is often lacking for many interims and may well be the only thing they miss from their days as a full time employee.
For the client – it helps focus them on the tangible outcome and how they’re travelling towards that.
The biggest impact though is the shift of focus from COST to VALUE.
What do you think? I’d love to hear your thoughts.
Robert Smith is the Principal for The Built Environment at Interim Partners