EXECUTIVE LEADERSHIP · INTERIM TRANSFORMATION & PROGRAMME DIRECTOR
An Interim Transformation and Programme Director with authority to decide, not just report.
CE Interim appoints proven Interim Transformation and Programme Directors to take ownership when a programme has been designed, funded and launched, and the business has quietly gone back to working the way it did before.
Zaupno od prvega stika. Preverjen vodstveni kadrovski kandidat, ki ustreza zahtevam naročila in je pripravljen začeti delati v 72 urah po prejemu popolnega opisa naročila.
Hierarhična podrejenost
BOARD · SPONSOR · STEERING COMMITTEE
INTERIM TRANSFORMATION DIRECTOR
OPERATIONS · FINANCE · COMMERCIAL · SYSTEMS · PEOPLE
1,500+
Število izvedenih naročil na leto v okviru zveze
90+
Poslovni partnerji po vsem svetu
30+
Zajete države
95%
Čezmejna pooblastila
72 ur
Od prejemu navodil do začetka misije
Opredelitev
What is an Interim Transformation and Programme Director?
An Interim Transformation and Programme Director is an experienced executive appointed for a defined period to own the delivery of a change programme across functions: the sequencing, the dependencies, the adoption and the benefits. The mandate is execution authority, not programme reporting.
The same seat is called Transformation Director, Programme Director or Chief Transformation Officer. CE Interim writes it out rather than abbreviating, because CTO is widely used to mean Chief Technology Officer and the acronym therefore creates ambiguity about the mandate.
The system goes live. The dashboards work. Behind the scenes everything slows down. Teams revert to spreadsheets, local sites treat it as another headquarters project, and the technology is in place while the transformation never embeds. That is not a software problem. It is what happens when change is handed off instead of led.
Sprožilci dogovora
When businesses appoint an Interim Transformation Director
01
The programme went live and the business went back to normal
Adoption has stalled after go-live. Teams have reverted to the old process, alerts are ignored, and the reported benefits exist in the business case rather than in the results.
02
An ERP or platform rollout has stalled or failed
The implementation is behind, over budget, or has been paused. Restarting it requires someone who will hold vendors accountable and take the decisions the original programme avoided.
03
Several workstreams are running and nobody owns the whole
Each stream reports progress and the programme does not move, because the decisions that matter sit between streams rather than inside them.
04
The programme office reports but does not decide
Governance has become a reporting exercise. Escalations are logged, noted and returned to the same functions that disagreed, and the interval between them is where the delay accumulates.
05
Transformation has been added to people’s day jobs
Functional leaders are running the change alongside their operational responsibilities. Both compete for the same attention and decision capacity, and operational priorities can displace programme work when the two conflict.
06
A headquarters programme is being rejected locally
The design was made centrally and the sites are complying rather than adopting. The programme is technically on track and practically going nowhere.
07
The benefits case has no owner
Targets were signed off at approval and never assigned. Nobody can distinguish a benefit that has been realised from one that has been forecast, and the business case is quietly diverging from reality.
08
The programme director has gone mid-flight
Departure or reassignment during delivery can disrupt momentum, vendor relationships and stakeholder confidence. Where the programme cannot wait for a permanent replacement, an interim appointment preserves continuity while the permanent search runs separately.
Ali je to pravi sedež?
Does the situation require an Interim Transformation Director?
The determining question is whether the programme needs an owner across functions, or whether one function needs to fix something inside it.
Appoint an Interim Transformation Director when:
- Several workstreams have to be sequenced against each other.
- Decisions are stalling between functions rather than inside one.
- Adoption rather than implementation is the risk.
- The benefits case needs an accountable owner.
- The programme is running and the person leading it has to be someone whose only job it is.
Pravilo za odločanje
When the change spans functions and the risk is whether it embeds rather than whether it is built, this is the appropriate appointment.
Ko je prava ravno druga vloga
Where the programme is primarily a system implementation, an Interim CIO leads it and this role is unnecessary.
Where the transformation follows a transaction and the sequencing is governed by Day One and transitional service exits, an Interim PMI and Carve-Out Director carries the mandate.
Where the operating model itself has to change across sites, an Interim COO has the authority this role has to borrow.
Where the direction of the business is unresolved, no programme will fix it and an Interim CEO is the appointment.
CE Interim najprej opredeli mandat, šele nato pa priporoči vlogo.
Primerjava vlog
Katero delovno mesto potrebuje podjetje?
Pomaknite tabelo vstran →
| Začasni direktor za preoblikovanje | Začasni direktor informatike | Začasni operativni direktor | Consultancy | |
|---|---|---|---|---|
| V lasti | Program in njegovo sprejetje | The systems and the IT function | The operating model across sites | The design |
| Organ | Borrowed from the sponsor, across functions | Held, na področju tehnologije | Held, across operations | Samo svetovanje |
| Risk it addresses | Sprememba se ne vključi | Sistem ne deluje | The operation does not deliver | The plan is wrong |
| Imenovan, ko | Nihče ni odgovoren za celoten proces dostave | Technology leadership is the gap | Execution fails between sites | Before the programme starts |
| Ends when | Benefits are owned and the model is stable | The platform is stable and led | The operation coordinates | The report is delivered |
| Čas za začetek | V 72 urah od prejema navodil | V 72 urah od prejema navodil | V 72 urah od prejema navodil | Depends on scope and engagement |
Začasni direktor za preoblikovanje
Začasni direktor informatike
Začasni operativni direktor
Consultancy
Načini okvare
Zakaj ti imenovanja spodletijo
Go-live is treated as the finish line.
The programme celebrates the launch and disbands. After go-live, teams can revert to spreadsheets and local workarounds if adoption is not sustained. The technology remains in place, the benefits do not follow, and the business now carries both the old process and the cost of the new one.
Change is handed off instead of led.
Functional leaders are given the transformation alongside their day jobs. Execution fragments, cross-functional ownership stays unclear, and operational priorities can displace programme work when the two compete. This is a structural problem, not simply a commitment problem.
The programme office reports instead of deciding.
A governance structure without a decision-maker produces status. Escalations are logged and returned to the same functions that could not agree. The programme remains green until it is suddenly red.
A consultancy delivers the plan and nobody owns delivery.
The design is competent and the sequencing is sound. What is missing is someone who will take a decision that a function objects to. Strategy alone does not fail loudly, it fails slowly.
Obseg pooblastil
What an Interim Transformation Director mandate should include
A named sponsor and a defined decision space.
This role’s authority is borrowed rather than owned: the workstream leads report elsewhere. What can be decided without escalation, and what cannot, is agreed in writing before the executive starts, because it will be tested in the first month.
Sequencing authority.
The right to decide what happens in which order across workstreams, and to delay a milestone when the organisation cannot absorb it. Sequencing can be as consequential as design, particularly where several workstreams compete for the same organisational capacity.
Authority to stop things.
A transformation that only adds is a transformation nobody has capacity for. The executive needs the standing to remove scope, pause a workstream or cancel a deliverable.
Ownership of the benefits case.
Named owners against each benefit, a measurement that separates realised from forecast, and the authority to reopen the case when the assumptions behind it have changed.
Odgovornost dobaviteljev.
Where implementation partners are engaged, the executive is the counterparty rather than a coordinator, with authority over scope, escalation and acceptance.
Adoption authority.
The right to set what “done” means at site and function level, which is a business standard rather than a technical one, and to refuse to close a workstream that has been implemented but not adopted.
Opomba o avtorstvu
Authority must be proportional to the decisions the mandate requires in its first thirty days. In a programme, a decision deferred is not a decision delayed: the organisation continues in its existing pattern and the change becomes harder each week.
Zakonita odgovornost, obseg in kritje
Zakonita odgovornost.
Where the mandate requires it, the executive may receive defined signature authority within the programme’s scope, delegated statutory duties or, where formally appointed and permitted by the local corporate structure, a statutory position. The scope is agreed before the start rather than assumed.
Obseg dela se dogovori, preden izvajalec začne z delom.
Naročnik, podjetje CE Interim in izvršni direktor pisno opredelijo naloge, pristojnosti in omejitve glede podpisovanja.
Zavarovanje se sklene za vsak mandat posebej.
Vodstveni delavci imajo sklenjeno lastno zavarovanje poklicne odgovornosti ter zavarovanje za člane upravnega odbora in vodstvene delavce. Pri nekaterih naročilih to zavarovanje zagotovi ali k njemu prispeva naročnik. Tudi podjetje CE Interim in vsak član Valtus Alliance ima sklenjeno lastno zavarovanje.
Mandatni lok
How a transformation mandate unfolds
This role is often appointed after a programme is already under way. The pattern below describes how CE Interim typically structures the takeover of an existing programme.
01
Prevzemanje nadzora
Establish what is actually true
Separate reported progress from real progress, workstream by workstream. Identify where decisions are stuck and who has been avoiding them. Re-establish a single cadence, one issue queue and a working escalation route. Reduce scope to what the organisation can actually absorb.
02
Zagotavljanje
Decide, sequence, and hold the line
Take the decisions the programme has been escalating. Sequence workstreams against organisational readiness rather than against the original plan. Hold vendors to scope. Assign every benefit to a named owner and begin measuring realised against forecast.
03
Embedding
Make it survive the programme
Move ownership from the programme structure to the line. Define adoption at site and function level and refuse to close a workstream that has been implemented but not adopted. Define the continuing role of the programme office according to what the business still needs rather than allowing it to become permanent by default.
PROGRAMME MANDATE · 9 TO 18 MONTHS
In CE Interim’s experience, the opening weeks are used to establish one decision cadence, one issue queue and a working escalation route. Adoption takes longer to prove than implementation, so duration depends on the scale of the change and how far delivery has drifted before the appointment.
RECOVERY MANDATE · FROM THE POINT OF APPOINTMENT
Where the programme has already drifted, the length follows how far it drifted before anyone owned it.
Pogovorite se s partnerjem o mandatu, preden ga za vas določi situacija.
Rezultati in predaja
What effective transformation leadership should achieve
Decisions get made
The programme stops escalating and starts resolving, and the interval between issue and answer is measured in days.
Scope matches capacity
What the organisation is being asked to absorb is aligned with what it can realistically execute, even where that requires reducing or resequencing the original scope.
Adoption, not go-live
The new way of working is how the business actually operates, verifiable at site and function level rather than in a completion report.
Benefits with names against them
Every benefit has an owner, a measurement and an honest distinction between realised and forecast.
Vendors held to scope
Implementation partners deliver what was contracted, and the acceptance decision belongs to the business.
Predaja
Ownership moves from the programme structure to the line. The continuing role of the programme office is then reduced, retained or closed according to what the business still needs. Continuity without dependency.
Koga pošiljamo
The Interim Transformation and Programme Directors we appoint
Has rescued a programme, not only run one.
Has taken ownership of something already under pressure, established what reported progress can actually be relied on, and reset the delivery path. Executives who have done this recognise the pattern early, and know which reported progress to test first.
Has delivered adoption, not go-live.
Has stayed past the launch, watched the reversion begin, and stopped it. This is the difference that matters in this seat, and it is worth testing directly rather than assuming from a curriculum vitae.
Has cancelled something.
Has removed scope from a live programme, defended the decision to a steering committee, and delivered what remained. The ability to stop work can be as important as the ability to start it.
Has held authority they did not own.
Programme authority may come from the sponsor while functional reporting lines remain unchanged. The executive therefore needs experience making that authority work across functions without relying on direct line management.
Has been believed by the shopfloor as well as the steering committee.
A programme designed centrally is adopted, or quietly worked around, at the sites. Executives credible in both rooms find out which is happening. Those credible in only one find out late.
CE Interim sodeluje z več kot 90 operativnimi partnerji v okviru zveze Valtus Alliance v več kot 30 državah. Kadar delovni tok zahteva dodatnega strokovnjaka v srednji fazi projekta, lahko CE Interim takšnega strokovnjaka poišče v isti mreži.
Model imenovanja
Od zaupnega poročanja do imenovanja na vodstveno mesto
01
Poročilo o stanju
A Partner conversation under NDA, typically with a Partner who has run programmes of this kind. Where the programme stands, where execution is broken, and what authority the sponsor can delegate.
02
Opredelitev mandata in ocena glede na posamezne izzive
CE Interim defines the scope, the sponsor, the decision space and what success looks like, then interviews each executive for this programme at this stage rather than against a generic transformation profile.
03
Predstavitev, imenovanje in upravljanje
Prejmete enega ali dva vnaprej preverjena vodstvena kadra, ki ustrezata izzivu, ne pa seznama življenjepisov. Sledijo tedenska srečanja s partnerji in spremljanje doseženih mejnikov.
Čezmejna napetost
Why cross-border programmes are harder to govern
Kaj potrebuje sedež
- Adoption at the sites, not compliance in the reporting
- To hear that a design will not work locally before it is rolled out
- One honest view of progress across every location
Kaj potrebuje vsaka spletna stran
- Someone present often enough to be told what is actually happening
- A design that survives contact with how the site really works
- Scope reduced to what it can absorb while still running the business
Local teams may not refuse a headquarters programme outright. They can comply in the reporting and continue as before in practice, leaving headquarters with a progress picture that does not reflect actual adoption.
Področja, na katerih najpogosteje delamo
Moduli za obravnavo situacij
Typical transformation and programme mandates
Programi preoblikovanja, ključni za poslovanje podjetja
A programme has been designed, funded and launched, and delivery has stalled between functions. The mandate is to take ownership, reduce scope to what can be absorbed, and make the decisions the programme has been avoiding.
Upravljanje, preglednost in nadzor
The programme reports green and delivers nothing, and the benefits case has no owner. The mandate is to make progress measurable and accountability real.
Integracija po združitvi in izločitev poslovanja
A transformation is running inside an integration, competing for the same capacity. The mandate is to sequence them as one system rather than two.
Operativni preobrat
A change programme is running while the operation is under pressure. The mandate is to decide what the business can absorb now and what has to wait.
Okolja po sektorjih
Where CE Interim appoints transformation and programme leadership
Primarni sektorji
Prav tako se streže
Lastniška razmerja
Pomembno je razumevanje sektorja. Odločilno merilo za izbor je primerljiva vodstvena odgovornost v primerljivi situaciji ter v primerljivem lastniškem okolju.
Dokazi v zadevi
Transformation mandates in practice
European industrial group · High-end equipment for aerospace and medical customers · More than 400 people across Germany and Central Europe · Private equity owned
Professionalisation, digitalisation and ERP readiness at a Hungarian subsidiary
Položaj
A fully autonomous manufacturing subsidiary with end-to-end value-chain responsibility, rather than an assembly site, was entering a decisive transformation phase.
Mandat
Professionalise operations, digitalise processes and prepare for a new ERP platform, with the objective of a scalable and internationally competitive business. Scoped at six to twelve months.
Rezultati
Operations were brought onto a more disciplined and scalable footing, with processes standardised, digitalisation advanced and ERP readiness embedded into the wider transformation. The subsidiary entered the next phase with stronger management control, clearer operating routines and a more robust platform for international growth.
Globalna skupina za surovine · Več kot 150 let zgodovine · Prisotna v več kot tridesetih državah · Dejavna na desetih lokacijah na Poljskem
Group ERP template rolled out across ten locations in Poland
Položaj
A group ERP template was being deployed into the Polish entities, with the technical implementation governed centrally and delivered locally through an implementation partner.
Mandat
Programme delivery against a fixed go-live: holding the partner to scope, coordinating ten sites, and getting the business ready rather than only the system.
Rezultati
The ten-site rollout was brought under one operating cadence, aligning site readiness, implementation dependencies and partner accountability ahead of go-live. Local issues were identified and escalated earlier, giving the business clearer ownership of adoption and reducing the risk of a technically complete but operationally unready deployment.
Stroški in trajanje
What a transformation mandate costs and how long it runs
Cena naročila se določi kot dnevna tarifa, odvisna od obsega dela, pooblastil in trajanja. Ne gre za odstotek plače, provizijo za posredovanje niti za vnaprejšnjo naložbo. Plačate za delovne dni v okviru dogovorjenega naročila, tarifa pa se potrdi, preden vodstveni kadrovski član začne z delom.
Okvirna dnevna cena
1.000 – 3.000 evrov
Višja, kadar mandat vključuje zakonsko določeno funkcijo ali čezmejno zapletenost.
Trajanje in mejniki
Programme mandate
Od devetih do osemnajstih mesecev
Decision cadence established
In the opening weeks
Izvršni direktor na kraju samem
V 72 urah po predložitvi končnega poročila
Kaj vpliva na to številko.
The number of workstreams, sites and countries in scope. How far the programme has drifted before the appointment. Whether systems implementation and vendor management sit inside the mandate. Whether the benefits case has to be rebuilt from the approval papers. Every mandate is delivered on site.
Glede na kaj naj bi se merilo.
Ne gre za stroške mandata, temveč za stroške, ki nastanejo, če se razmere nadaljujejo brez odgovorne izvršilne oblasti, medtem ko se odločitve odlagajo.
Koliko boste dejansko plačali.
Partner vam v prvem zaupnem pogovoru navede znesek. Brez stroškov, brez obveznosti.
Vprašanja
Questions sponsors and boards ask
Začasni direktor za preoblikovanje ali začasni direktor za informacijske tehnologije?
Na položaju CIO, kjer je program v prvi vrsti namenjen uvajanju sistemov, je pomanjkljivost prav v vodstveni vlogi na področju tehnologije. Na položaju direktorja za preoblikovanje, kjer spremembe zajemajo različne funkcionalne področja, pa je tveganje v tem, ali bo podjetje te spremembe sprejelo, in ne v tem, ali platforma deluje.
Zakaj ne bi uporabili storitev svetovalnega podjetja, ki je zasnovalo program?
Svetovalno podjetje običajno zagotavlja analize, zasnovo in priporočila. Začasni direktor za preoblikovanje ima preneseno izvršilno pooblastilo za sprejemanje odločitev glede zaporedja, obsega in uvedbe v okviru svojega mandata ter ostaja odgovoren za izvajanje v vseh oddelkih.
Ali gre za isto storitev kot vaša storitev digitalne in AI-transformacije?
Delujejo skupaj. Na strani o storitvah je opisano, kako podjetje CE Interim oblikuje programe preoblikovanja. Ta stran je posvečena vodstvenemu delavcu, ki je odgovoren za izvedbo: potrebnim pooblastilom in načinu imenovanja.
Naši vodje poslovnih področij to že vodijo. Zakaj bi imenovali še nekoga?
Ker gre za dodatno odgovornost, se programsko delo prekriva s tekočimi operativnimi prednostnimi nalogami. Posvečen vodja preobrazbe odpravi ta strukturni konflikt in spremembo obravnava kot glavno nalogo, ne pa kot dodatno delo.
Ali lahko vodstveni delavec daje navodila osebam, ki mu niso podrejene?
Pogosto je tako. Vodje delovnih tokov lahko ostanejo v svojih funkcionalnih hierarhijah, medtem ko sponzor pooblastila za odločanje v okviru programa prenese na začasnega vodjo. Obseg pooblastil za odločanje se torej določi pisno še pred začetkom dela začasnega vodje, namesto da bi se ugotovil šele ob prvem eskaliranju.
Sistem je že v delovanju. Ali je prepozno?
Ne. Program lahko še vedno zahteva ukrepanje po začetku delovanja. Pri vrnitvi k prejšnjemu stanju po uvedbi se lahko izgubi vrednost preobrazbe, zato se mandat osredotoča na ponovno vzpostavitev sprejemanja programa, pri čemer to obravnava kot problem vodenja in ne kot problem usposabljanja.
Ali lahko mandat vključuje prekinitev nekaterih delov programa?
Tako bi moralo biti. Preobrazba, ki prinaša samo dodatne obveznosti, je nekaj, česar nihče ne more prenesti. Pooblastilo za zmanjšanje obsega, začasno ustavitev delovnega toka ali preklic končnega izdelka je del pooblastila in ne gre za eskalacijo.
Kdo sklene pogodbo z izvajalcem in kaj krije naročnik?
CE dodeljuje mandata za začasno zaposlitev na podlagi poslovnih odnosov med podjetji, pri čemer začasni izvršni direktor ne postane stalni zaposleni pri naročniku. Pogodbena stranka je lokalni subjekt ali regionalno središče, odvisno od države, v kateri poteka posredovanje, izbran izmed več kot tridesetih subjektov v okviru zavezništva Valtus Alliance. Zaposlitveni status, davčne obveznosti, obveznosti v zvezi s socialnim zavarovanjem in druge s tem povezane obveznosti so odvisne od pravne ureditve, pogodbene strukture in okoliščin mandata, zato je sodelovanje prilagojeno državi, v kateri se delo opravlja.
Kdo nosi tveganje, kadar izvršni direktor zaseda uradno funkcijo?
Zavarovanje se sklene za vsak posamezen mandat. Izvršni direktor ima sklenjeno lastno zavarovanje za odgovornost direktorjev in vodstvenih delavcev ter poklicno odgovornost, pri nekaterih mandatih pa ga zagotovi ali k njemu prispeva naročnik. Tudi podjetje CE Interim in vsak član Valtus Alliance imata sklenjeno lastno zavarovanje. Obseg odgovornosti, omejitve in podpisne pravice se pisno dogovorijo med naročnikom, družbo CE Interim in izvršnim direktorjem, preden ta začne opravljati svoje naloge.
Zakaj tega ne imenujete začasni tehnični direktor?
Ker se kratica CTO pogosto uporablja v pomenu »Chief Technology Officer« (tehnološki direktor), pa uporaba te kratice v okviru mandata za preoblikovanje povzroča nejasnosti in lahko napačno opiše delovno mesto, zato CE Interim to vlogo navaja v celoti.
How do you measure whether it worked?
Adoption at site and function level, verified rather than reported, and benefits with named owners and a measurement that separates realised from forecast. A workstream that has been implemented but not adopted is not closed, and the executive’s job includes refusing to close it.
Can this run alongside our existing programme office?
Yes. A programme office can continue to provide reporting, coordination and administration while the Interim Transformation Director carries the delegated decision authority. Where responsibilities overlap, the mandate clarifies the boundary rather than assuming the programme office should be removed.
Kaj se zgodi na koncu?
Ownership moves from the programme structure to the line, with named owners against every benefit. Any continuing programme-office role is defined deliberately rather than allowed to become permanent by default.
A programme that is implemented but not adopted carries the full cost and returns little of the benefit.
Pogovorite se neposredno z začasnim partnerjem podjetja CE o razmerah na vodstvenem položaju, mandatu in potrebnih pooblastilih. Pogovor je zaupen in vas ne zavezuje k sklenitvi pogodbe.
Partner se odzove v 24 urah. Nujne situacije na vodstvenih položajih imajo prednost.
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