Author Archives: Emma Crosby

• Embracing Interim Leadership in the Global Manufacturing Sector

  Many businesses often find themselves at a crossroads, facing unprecedented challenges that threaten their existence and require immediate attention. When internal efforts fall short, it becomes imperative to seek external expertise, and quickly. This is where interim leadership steps in, offering a lifeline to companies in distress.

  In this blog we explore the unique aspects of interim leadership and why it is a strategic choice for manufacturing companies worldwide.

  Recognising the Need for Change

  Manufacturing companies experiencing distress must firstly acknowledge their problem at the most senior level. Whilst this may seem simple, it is by far the biggest challenge. Ego’s aside, everyone must accept that their current strategies are falling short and that they need to be open to embracing change.

  This openness is a critical component for successful transformation. Without the full commitment of everyone in the organisation, from the shop floor to senior management, any attempt at change is far harder and will take longer, a luxury these organisations do not have. Typically, these companies have exhausted various internal solutions and have come to the realisation that they need an external perspective to get the desired results – quickly.

  Our Role as Interim Leaders 

  Interim leaders bring a fresh, unbiased perspective, untainted by internal politics or agendas. We are professionals with extensive external knowledge and experience working with senior level executives in the manufacturing sector. Unlike turnaround specialists who operate from the sidelines, we step into C-level executive roles, gaining comprehensive access to the entire organisation. This deep integration allows us to make informed decisions and implement changes swiftly and effectively. 

  One of our key strengths is our ability to view the bigger picture. We encourage company leaders to put aside their egos and prioritise what is best for the company. This sometimes involves making difficult sensitive decisions that internal managers might avoid. Our motivation is purely centred on the outcome our clients have asked for. Unlike internal managers, we are not driven by personal gain but by the results we deliver.  

  Openness, Transparency, and Trust 

  The cornerstone of successful interim leadership is having a culture of openness, transparency, and a willingness to change. We work hard to build trust within the organisation, which is essential for driving meaningful change. Our objective viewpoint allows us to critically assess existing processes and challenge the status quo, “we’ve always done it that way,” are critically examined to identify inefficiencies and areas for improvement. 

  Decisions with Courage 

  Interim leaders have the bravery and courage to make tough decisions. Often, these decisions involve significant changes that may be met with resistance. However, our external perspective and experience equip us to handle these challenges effectively. This decisiveness is crucial for companies in distress, where hesitation can lead to further decline. 

  Collaborative Approach  

  Manufacturing companies depend heavily on their supply chains. Frequently, we work with a client’s suppliers who may be experiencing difficulties. By stabilising the supply chain, we help ensure the continued operation of all the businesses involved. 

  Investing in Expertise 

  A common concern among companies considering interim leadership is the cost, especially when a business is already in financial difficulty. However, the return on investment is significant. We are experts in our field, chosen by many for our ability to deliver results quickly. Our expertise can turn around a company’s future success. Embracing interim leadership is a bold step, but it can lead to remarkable turnarounds and long term success. As consultants in the manufacturing sector, we pride ourselves on being the catalyst for transformation, guiding your company through its most challenging times and to emerge stronger. 

  Transitioning to Permanent Leadership  

  A crucial aspect of interim leadership involves identifying, coaching and mentoring the right candidate to permanently fill the position once the interim leader has gone. This process helps eliminate the need for ongoing external interim support and cost, making it an integral part of the overall interim leadership solution. 

• A New Chapter for IMIG: Why We Rebranded

  You’ve probably noticed we’ve recently unveiled a new brand identity and website. But what’s driving this change? In this article, IMIG CEO, Alun Tribe, shares the vision behind the rebrand and what the future holds for IMIG.

  Alun’s vision and ambition

  Alun Tribe always aspired to build a large consultancy but knew that true growth required partnerships. So, in January 2020 his business, Atlas Clever Consulting, bought into the IMIG brand, and IMIG UK was born, a move driven by the desire to leverage the economies of scale and reputation of a bigger brand. When the previous owner decided to step back, Alun saw an opportunity to take on a more significant role within the organisation.

  A period of change

  In January 2023, IMIG UK became the major shareholder and the head quarter of the entire group, and Alun was appointed CEO. That year was focused on stabilising and solidifying our internal best practices. We launched an initiative called “Sign Ourselves as a Client,” where we critically assessed our business as if we were our own client – no holds barred. Everyone in the company was tasked to run an assessment of our own performance.

  The exercise proved invaluable, leading to consistent standards across all operations globally and identifying areas for improvement and growth opportunities. Beyond systems and processes, it gave us the perfect platform to ensure we were creating a supportive environment that our employees are proud to be part of.

  This project also highlighted the need to prepare for the retirement of key people in the US, China, Germany, and Japan. It gave us the chance to build the team before that knowledge left the business. Germany, being the founding location and a crucial hub for the automotive industry in Europe, needed careful attention. We appointed a new, Germany-based general manager ensuring IMIG’s legacy here continues to thrive and grow.

  Creating lasting partnerships

  Partnerships have always been at the heart of our business; it is one of our company values. Everyone in the company is seen as a partner, when you work with, or visit clients, you’re not there as a consultant, you’re there as a partner. It is the legacy each person in IMIG leaves behind, not just the work they do day-to-day that creates impact, helping us be known and trusted on a global scale. Our vision goes beyond short-term goals; it’s about ensuring long-term success and trustworthiness.

  A visual identity to match the customer experience.

  In June 2024, a share buyback meant that Atlas Clever became the sole shareholder and owner of IMIG worldwide, meaning we took full control of our brand and online reputation. Soon after our new website and rebrand was launched, with fantastic feedback from our clients and our internal team.

  While our customer experience was solid, our messaging in the marketplace was unclear. Our old website had become cluttered with over 150 pages of content, making it difficult for a potential client to understand who we are and what we do. Our face-to-face interactions were strong, and our online presence needed to reflect that same strength.

  The same thought was given to the company logo and branding. During a visit to IMIG Japan and its customers, the power of brand identity really stood out through the culture.  “It was on an evening walk looking across Tokyo, the branding of every corporate HQ was illuminated, and I realised we needed our own”.  Our new logo reflects the partnership we aim for with two people forming the “I”.  The letter I is also important for us because IMIG stands for International Management and Innovation Group, and we are proud of our global presence and our focus on always trying to innovate.

  The future of IMIG

  Looking ahead, Alun envisions significant growth for IMIG over the next decade. While we aim to expand, our focus firmly remains on maintaining the quality of our client and partnership experiences. We see potential for growth through organic expansion, acquisitions, and advancements in the digital environment, particularly with IMIG AI. However, our growth is not just about becoming bigger; it’s about ensuring that our clients benefit from our services.

  The “Net Benefit” pledge

  Central to our vision is a collective commitment to the “net benefit” calculation. This measures the financial benefits IMIG delivers to clients, minus the cost of us delivering it. We believe the client needs to see the benefit for them too.

  In fact, such is the commitment to delivering tangible, measurable benefit for our clients, it has become the number one KPI within the company. Each consultant, project and location must manage their net benefit. The reason for this is twofold; evidence we are making the client happy because they’ve received a net benefit; but crucially, it also allows our client to demonstrate internally that they made a great, beneficial business decision.

  You’ll notice the net benefit calculation is placed boldly on the website homepage, prompting the question, “Are we serving our customers well?” Alun proudly states, “We have a goal of delivering $1 billion net benefit by 2033, and in 2023, we helped our clients gain $86,320,156. So yes, we are on track.”

  Ultimately, our rebrand was about streamlining our message and ensuring a consistent customer experience worldwide. We’re excited about this new chapter and confident that this refreshed identity better reflects who we are and where we’re headed.

  If we can help support your manufacturing business, you can reach out to us here.