BIE INTERIM EXECUTIVE LTD

1
BIE INTERIM EXECUTIVE LTD

• Management of Change
• in the Public Sector
• March 2004

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BIE in brief

• Top UK provider of Interim Executives
• Team of 6 plus 700 professional Interims
• Working with CBI
• 14 years of Change Management
• 1500 assignments (gt 75 repeat business)
• 25 Public Sector
• Role hand-pick the right person

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Typical Interim Executive

• Professional Interim - not job seeker
• Line manager - not Consultant
• Change Agent - makes it happen
• Too big for the role
• Expert in Best practice
• Team-builder, Coach, Mentor

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Typical assignment

• Lead change in all types of organisation
• Roles FD, HR, IT, FM, Commercial ...
• Situations of change
• Change of ownership
• Start up
• Restructure
• Commercialise
• Relocate

5
The Home Office- Head of Finance / Accounts

• System change
• Gaps in organisation
• Lack of CA skills
• Switch to Resource Accounting
• Improve forecasting
• Improve monitoring

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The Home Office- Head of Finance / Accounts

• System change
• Gaps in organisation
• Lack of CA skills
• Switch to Resource Accounting
• Improve forecasting
• Improve monitoring

• FCA imported
• Accounts Department restructured, slimmed
• Training for managers
• MIS enhanced
• Treasury liaison improved

7
ABRO - Sales Marketing Director

• MOD to Trading Fund
• Threat of cuts
• One dominant customer
• Unloved
• Poor service levels
• MOD quality

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ABRO- Sales Marketing Director

• MOD to Trading Fund
• Threat of cuts
• One dominant customer
• Unloved
• Poor service levels
• MOD quality

• First Sales/Marketing Director
• New positive view
• Sales dept created
• Relations with MOD addressed
• Major insourcing opportunity

9
English Heritage - IT Project Director

• Failing project
• No in-house EPOS experience
• New system, new supplier
• Wrong level of Management

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English Heritage - IT Project Director

• Failing project
• No in-house EPOS experience
• New system, new supplier
• Wrong level of Management

• Project Director imported
• Board appraised
• Supplier confronted
• Pilot re-targeted and delivered
• Roll-out to 50 sites

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Inland Revenue (current)- HR Project Manager

• Recruitment dispersed
• Variable standards
• Poor service levels
• Inefficient
• Wider programme of change in HR

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Inland Revenue (current) - HR Project Manager

• Recruitment dispersed
• Variable standards
• Poor service levels
• Inefficient
• Wider programme of change in HR

• Pilot use of Interim
• Import Best Practice
• Set up 11 regional Shared Service Centres
• Pioneer Specialist Delivery Teams
• Roll out to transform HR
• Cabinet Office model

13
Burton NHS Trust (current) - Project Director

• Pilot scheme
• Radical new model
• Uncharted waters
• No in-house JV or commercial skills
• Multiple stakeholders
• Some resistance

14
Burton NHS Trust (current) - Project Director

• Pilot scheme
• Radical new model
• Uncharted waters
• No in-house JV or commercial skills
• Multiple stakeholders
• Some resistance

• Project Director imported
• Risk management issues addressed
• Balanced solutions being negotiated
• Keeping all parties engaged

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Conclusions from1500 Change Projects

• Buy-in must start at the top
• Importance of winning hearts and minds
• Responsibility cannot be sub-contracted
• Best practice is easily imported
• Interims take the risk out
• objectivity / weight
• focus on delivery
• security of prior experience
• team-building, coaching, skills transfer
• value for money

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Conclusions from1500 Change Projects

• Buy-in must start at the top
• Importance of winning hearts and minds
• Responsibility cannot be sub-contracted
• Best practice is easily imported
• Interims take the risk out
• objectivity / weight
• focus on delivery
• security of prior experience
• team-building, coaching, skills transfer
• value for money
• 
  -ENDS-