Imagine navigating a complex project without exemplary leadership or managing a business transformation without the expertise to see it through. In the UK, companies face this challenge less often because they’ve mastered the art of leveraging interim managers—seasoned professionals who step in precisely when needed to drive results. However, in Finland, interim managers are largely an untapped resource.
Having worked as an interim manager in the UK and Finland, I’ve experienced the stark contrast firsthand. In London, I held interim roles like Head of Customer Experience and Program Director, seamlessly integrating into organizations to lead critical initiatives. Companies there didn’t hesitate to bring in interim expertise because they understood the value: fresh perspectives, immediate impact, and zero headcount increases.
In Finland, however, the maturity level around interim management is notably lower. As an interim Program Manager for a major bank’s ERP implementation and an interim Procurement Manager for an energy company, I often encountered hesitation. Some leaders openly expressed concerns: “Will you be committed enough?” and “Will you have our best interest in your at heart?”
This fear-driven mindset overlooks a fundamental truth: interim managers are deeply committed—not necessarily to longevity (my contracts have typically been 12 to 24 months) but to impact. Our role as professional interim managers is to deliver results, build internal capabilities, and leave the organization stronger than we found it. It’s not about traditional job security; it’s about driving organizational success and delivering value.
1. Embrace flexibility: UK companies excel at using interim managers, for example, for change management, leadership gaps, turnarounds, and strategic projects. They see interim talent as a strategic asset, not a stopgap.
2. Focus on impact, not tenure: Commitment isn’t measured by years served for a specific company but by the value delivered. Interim managers thrive on accountability and results, often achieving in months what might take permanent hires years to accomplish.
3. Speed of deployment: In the UK, interim roles are filled relatively quickly, ensuring minimal disruption. Finnish companies can adopt this agility to respond faster to business needs. This requires the organization to be ready to get someone on board.
4. Leverage external perspectives: Interim managers bring fresh, unbiased insights. Companies utilizing interim managers value this external viewpoint to challenge the status quo and drive innovation.
I believe it’s time for Finnish companies to shift their mindset to increase productivity and results. Several companies have already gotten on board. Interim managers aren’t a risky bet; they’re a strategic advantage. Whether you’re navigating a complex project, leading a transformation, or filling a leadership gap, the right interim manager can be the catalyst for success.
Janne Ohtonen, PhD, is a strategic change leader and customer experience expert who has worked with top brands like Apple, British Airways, and Pfizer. He has led transformative programs impacting millions, delivering double-digit ROI and pioneering thought leadership in business strategy.
Janne is currently on an interim assignment at a Finnish company through Best Best Talent Platform.
Janne Ohtonen, PhD: CEO & Founder, BizLog
https://www.linkedin.com/in/janneohtonen/
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