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Should Facilities Management companies use existing “at risk” management that are targeted for redundancy for special projects or should they utilise professional Interim Managers who already possess a strong project management skill set?
As the economic cycle continues its downturn, board level executives are presented with a similar problem to last time. Do they use current senior management to execute essential business change projects or do they draught in professional Interim Managers?
The easy and most convenient answer would be to utilise an existing senior manager who will be given an opportunity to stay with the business a little longer. Wouldn’t it be better to retain the business knowledge in the company, especially if the manager has a strong Facilities Management background?
In this particular case, which takes precedent? The Facilities Management knowledge that will depart with the existing manager, or the added value of a seasoned Interim Manager who has previously executed this type of project within business services?
Isn’t the existing BAU manager just delaying the inevitable? If the business can allow them to manage a major project, are they not already surplus to requirements and will the manager leave at some point to pursue a career which will allow them to use their newly developed project management skills anyway? Surely the project shouldn’t suffer in the hands of a project trainee, especially when it will be profit critical?
I personally feel that the Facilities Management Industry would benefit from using experienced professional Interim Managers. The Industry has “grown up” so much from when I was first introduced to it over 15 years ago and the present downturn, in my opinion, should present an ideal opportunity for the now professional FM companies to embrace the changes and once and for all cut the apron strings from its Construction mothers that hold it back.
