Interim management in facility management

In the dynamic environment of facility management, companies are increasingly required to react flexibly and efficiently to changing market conditions. One solution that is becoming increasingly popular is interim management. Here, experienced managers are brought into the company for a limited period of time to handle special tasks, projects or crisis situations. In this way, comprehensive FM expertise can be integrated into the organization in a single step.

What role has interim management played in the facility management sector to date and how will this market develop in the future? The bachelor thesis “The development of the interim management market in the facility management sector: An analysis of opportunities, risks and future forecasts” by Miriam Hagedorn, which was written in cooperation with facility manager Peter Schmidt at Münster University of Applied Sciences, provides a well-founded overview*.

Flexible, efficient, forward-looking

Any service that is required in facility management can also be provided by interim or part-time management. This offers companies a decisive advantage: the required expertise is immediately available without a long training period, processes can be optimized immediately and strategic changes can be implemented in a targeted manner.

A central focus in interim management is on the tactical-strategic area – for example in the control of facility management services. Here, the focus is not on the operational, but on the controlling, decisive role. Interim managers bring in external expertise, act independently and often open up new solutions through their perspective.

At the same time, companies are faced with the question of in which situations interim management is particularly suitable compared to other models – such as a traditional permanent position. The answer is multifaceted: interim management can demonstrate its advantages particularly when there is a short-term or special need for external support. This applies, for example, in phases in which know-how cannot be temporarily covered internally and in the case of extraordinary projects or restructuring.

In addition to the classic “interim assignment”, which involves a single project, larger tasks with long project durations – sometimes over several years – are becoming increasingly important. Companies are focusing on structuring processes in such a way that existing resources can be used more efficiently and create added value. Many see the focus as being on operational implementation, which is why they commission an interim manager instead of a consulting firm.

This is considered particularly useful if it is not a short-term project, but also not a permanent activity. If it is only a matter of selective support in day-to-day business without any control. In these cases, other working models such as temporary workers or freelancers are more likely to be used.

Potential uncertainties – for example with regard to decision-making authority, integration into existing teams or contractual arrangements – must be carefully weighed up. Nevertheless, it is clear that companies that make targeted use of interim management benefit from a high degree of flexibility and the knowledge of experienced experts.

Skepticism usually disappears quickly

The majority of companies associate the professionalization and autonomization of management tasks with external expertise and sound advice on operational implementation. Although interim management is becoming increasingly well-known, smaller and medium-sized companies in particular often still have reservations.

Expert experience confirms that many companies are unsure about hiring an external party due to the complex legal regulations and the feeling of a lack of transparency in the market. Concerns about acceptance problems on the part of internal project participants and the fear of a loss of expertise also play a major role.

An interim facility manager can only be successful if he or she integrates well into the company and is oriented towards long-term success. It’s not just about having the right know-how, but also the right methodology that can be passed on internally and implemented sustainably for employees. Solutions must be transparent and objectifiable for clients and employees. According to the principle: “Look, in project X with a comparable task, we did it this way and that way, in project Y we solved it this way, now let’s discuss which path we are taking here”. In this way, you remain open to the client’s perspectives and point out alternatives that you would not have thought of internally, within your own “circle of ideas”.

An interim facility manager simply brings a breath of fresh air to the company. He brings experience from other sectors that would never have found its way into the company. Based on my personal experience from 10 years of facility management and many interim projects, it is part of my philosophy to always think in terms of the interplay of three competencies: integrating oneself into a team structure with human sensitivity, applying the best methods and using in-depth industry knowledge.

Fortunately, studies and expert opinions show that companies generally lose their uncertainties very quickly – after the initial period of first use.

Development of the interim management market

How the market for interim management will develop in the future is subject to numerous external factors. Particularly in times of economic upheaval, the demand for external services increases by leaps and bounds. The need for experts who are available at short notice, who are not to be retained on a long-term basis and whose recruitment must not take too long, has been growing steadily for several years now.

According to figures from DDIM (Dachgesellschaft Deutsches Interim Management e.V.), interim management is a clearly up-and-coming market. 90% of the companies from the D-A-CH region surveyed as part of a study expect that flexibility in the labor market will increase by 2030 and that modern working models will continue to grow. Of these, 75% also forecast further growth specifically for the interim management market.

Solution with a future

Interim management in facility management offers companies the opportunity to incorporate specialist knowledge in a targeted manner, further develop methods, leverage efficiency potential and remain agile as an organization. Especially in an increasingly complex and dynamic corporate world, this way of working can become a decisive criterion for success.

In addition to the worsening shortage of specialist staff, the challenges facing companies in the facility management sector continue to increase, meaning that facility managers with experience and perspective are in demand. Given the increase in training opportunities in the facility management sector in recent years, it is likely that the supply of interim facility managers will increase significantly in the coming years.

* Data source: Hagedorn, Miriam: The Development of the Interim Management Market in the Facility Management Sector: An Analysis of Opportunities, Risks and Future Forecasts. Münster 2024