Nordic Newsletter June 2022

Companies aiming for rapid results consider interim management to be business as usual

?The journey of Nordic Interim Finland is the story of brave business leaders.

When we started in 2013 in Finland the interim management was an unknown concept, even though it had been around for a decade in Sweden and Denmark. Our first clients (and interims) had a strong will to differentiate and intensify their way of working and make quick progress.?Such determination gave them the courage to jump into the unknown and take advantage of the interim concept.

This paid off and through exceptional results, the concept has been winning ground also in Finland.

?According to a recent Finnish study, (The report of Pellervon taloustutkimus PTT and Teknologian tutkimuskeskus VTT)?the second most important?key driver for company growth, is that?companies?have the skilled workforce they require. Interim management offers an extraordinary solution for companies to use the expertise they need, when highly competent interim leaders are brought in quickly and at low-risk.?

In the present market situation, where uncertainty factors come in many forms and at unexpected speed, the use of interim managers is no longer a sign of great courage. It is a sign of rational thinking, where predicted results are weighed against risks, and the benefits outweigh the risks many times over.?Companies that aim for quick change, are considering interim management to be business as usual.

Mickey Maymann as new Managing Director in Denmark

As of the 1st of May, Mickey Maymann has been appointed as the new Managing Director of Nexus Interim in Denmark. His task is to accelerate the company’s strong growth and development.

Mickey Maymann joins Nexus Interim A/S with extensive and relevant experience from Adecco Denmark, where he has held the position as CEO for the last 7 years.

– I am very grateful to have the opportunity to lead Nexus Interim in cooperation with a team of competent colleagues, with whom I have great confidence. We are currently experiencing historical growth in the market and impressive momentum for Nexus Interim. I am confident that together with the Valtus Group we can strengthen our position and ensure continued development and growth as the leading brand within Executive Interim Management in Europe, says Mickey, Managing Director of Nexus Interim.

“Treat people the way you want to be treated, it is a day tomorrow and you might need the people around you.”

Brian Mikkelsen is a Danish politician who has been in the Folketinget since 1994. Between 2001-2011 he held the role as Minister in several coalition governments, Minister of Culture, Attorney General, and Minister of Economic Affairs and Trade. In addition to his current role as CEO at Dansk Erhverv (Danish Chamber of Commerce ), he holds several board positions. We have talked to Brian about his view on leadership.

The pandemic has led to an increased importance of values and the pursuit of meaningful work. How have you experienced this from your perspective as a leader?

“I have seen a change for the last 4-5 years and it has accelerated due to Covid. Every time we are recruiting, this discussion comes up. It is very important to have a purpose, clear values, and that the job contributes to society in some way. Before, as I was young, career and money were more important. Our managers are value-driven, and this makes people work better. During Covid, our KPIs increased as people really wanted to fight and work together.”

What are, according to you, the biggest challenges ahead?

“As a leader, it is increasingly important to have the ability to build bridges, both within the organization and with external partners. It is a global world and you need to have an understanding of cultural differences. Being a good leader on distance has been, and is, a great challenge. This demands better communication. You must be much more clear in how you show the way forwards. In Denmark, it is important with relations, involvement, delegation, and discussing different issues. The workplace is a democracy. In other countries, the boss is deciding everything, and this can be a challenge when you work globally. It is important that the leader realizes, and accepts, that the employees are smart! There is a lot of knowledge in the organizations. In addition, the current geopolitical events affect all industries, there is a great deal of concern about what will happen.“

How have the past 2 years of Covid affected your leadership?

“I find it challenging to lead at a distance and has required big changes as a leader. I am a social person and prefer personal meetings with much more creativity and discussions. I also experience that people do not discuss as much as in personal meetings and they do not dare to challenge me in the same way. At the beginning of Covid, it was hard to ‘move’ the organization and create energy and motivation. On the positive side, I save a lot of time and can have more meetings. Even though we, hopefully, are through Covid, working at a distance will stay so we will have to develop the leadership according to this.“

How do you make sure that your organization and strategy are on track?

“We have a democratic approach in our organization, and our 15 directors and I are meeting regularly. I explain my goals and then we discuss them. Together we set the path going forward, but of course, it is I, as CEO, who makes the final decisions.“

What are the most important factors in your leadership?

“To me, inclusion and trying to understand cultural differences are essential. Building relationships in the organization and listening to colleagues, discussing, and delegating responsibilities. Communication is always very important.“

How do you ensure that you have a good work/life balance?

“To recover physically is very important to me. I do a lot of tennis and I like to run, not just to be healthy and fit, but to be able to work longer hours, make the right decisions, and keep a clear head. To me, sports is also a mental recovery.

Earlier in my career, I was the Minister of Culture and culture is a great interest of mine. Me and my wife visit exhibitions or the opera etc. twice a week. We both also enjoy reading and discussing books. I sleep very well, about 7-8 hours per night. When I was younger, I worked late, sent e-mails in the middle of the night, and slept little. That is not healthy and sustainable.

My political past has taught me that I need to be the same person at work as in my private life, not playing roles. Be yourself, be a good person. Treat people the way you want to be treated, it is a day tomorrow and you might need the people around you.”

“Throughout my career, my driving force has been development and change, and by being able to influence the journey ahead”

Johanna Nilsson is currently on an assignment as interim Head of Business Unit eCommerce at PostNord . Her long background in leading commercial roles in consumer-oriented products and services, with responsibility for business development, concept & product development, branding, marketing & communication, purchasing, sales, and eCommerce, was a perfect fit for the role. For the past 6 years, she has been working as an Interim Manager, which has broadened her industry knowledge and expertise. During her assignment at MatHem during the pandemic, she experienced tremendous expansion during the pandemic.

What are you doing in your current assignment?

“In June 2021, I started an assignment at PostNord, which is a leader in parcel and logistics services to, from, and within the Nordic region. As part of the major transformation that the industry and the company are in, a major reorganization was carried out where, among other things, a new unit, Customer Offering, was created with the aim of operating, developing, and strengthening PostNord’s products and services. As Director of Customer Offering and member of the Swedish management team, and with revenue and profitability responsibility for the total product portfolio, my mission was also to lead and develop the organization, recruit key roles, and develop work processes and long-term strategies. As in many other interim assignments, I have continued in a new role within the company and am now interim Head of eCommerce and responsible for strengthening the offering in the eCommerce market which is under strong development.”

How do you prepare for an interim assignment?

“An interim assignment usually starts within a week, so time for preparation can be short. It is important to quickly familiarize yourself with the industry and the company before starting. There is no time to gradually get to know the company as it usually is in permanent roles, here it is an expectation of delivery from day one. By quickly understanding the organization’s structure, business offer, and plans going forward, it becomes easier and quicker to get started. A clear mission statement about what is expected during the agreed time period is super important. I also tend to be quick to ‘box in’ my assignment to create focus and space for execution.”

What are the 3 most important parts of leading change?

“Commitment, courage, and curiosity. Engaging, inspiring, and involving the organization and employees is important to create an understanding and respect for change. To constantly dare to challenge and test along the way is important to get ahead.”

What are your top 3 career tips?

1)?????Try to find your own common thread, no matter how far you have come in your career. Everything you have done regardless of role, industry, or length of assignment takes you forward with new experiences and builds your unique skills.

2)?????Invest in a mentor and mentee. This is a great opportunity to get support and guidance as well as a wonderful boost to share your own experience and knowledge and at the same time be inspired and learn.

3)?????Be curious and dare to challenge yourself and others – it drives you forward and creates new opportunities when you least expect it.

Read our interview with Johanna Nilsson and her previous assignment at Mathem.

"The right match is the most important factor"

When the Finnish paint manufacturer Teknos was in urgent need of a CFO to head their finance department, high demands were placed on the right competences and cultural fit. The management of the company decided to turn to a professional interim services provider, Nordic Interim Oy , to find the right candidate.

Nordic Interim could quickly present Minna Alitalo , an experienced CFO now active as a board professional.

“Nordic Interim Oy did not just search for the right Interim Manager to solve the client’s issues, but also for the right assignment for me. Compatibility and getting along with the team are equally important as the needed competence. I had the time and energy to take on an operational role in addition to my board assignments and I wanted to share and utilize my expertise and experience” says Minna Alitalo, Interim CFO at Teknos.

It was very important for both Minna and Teknos’ management to get to know each other and ensure that her competences and experiences matched the challenges at hand. Although the goal was to quickly fill the vacancy, it was even more important to find the perfect cultural fit. In this way, both the client and the candidate could be sure of their decision.

“I started the interim assignment with exactly the same enthusiasm as if I had been recruited for a permanent role. I genuinely wanted to help, share my expertise, and lead the team. I was able to quickly catch up with the situation and take over and lead the financial function” Minna continues. As a former competitive swimmer, she always strives to become better and faster, something that also pervades her work: how can we be more efficient and reach the finish line?

The quick solution was appreciated in the organization

When a company engage an Interim Manager to lead a business-critical function, it can sometimes lead to concerns within the team. Maiju Mansikkam?ki , Business Controller and part of Minna’s team, explains that when they were informed of that an interim CFO would be taking responsibility for the financial function, the main feeling was relief. “It was a relief that we would not have to wait for a new CFO during a potentially long recruitment process, but that we quickly would get someone to lead our team. Minna got hold of the situation very fast and her experience was proved very useful in many situations, including when there was a need to prioritize actions or to decide on different development projects.”

It was soon clear that Minna, the financial team, and the management were very satisfied with the cooperation, she was offered the permanent role, which she accepted. “I still work as a board professional, which is a win-win situation for both Teknos and me. By working with issues and operations of different companies and industries, my own expertise is constantly evolving, and I can use this in my role at Teknos” Minna concludes.

Nordic Interim has a new Stockholm office!

As of May, you now find us in our new office at Vasagatan 11. Come visit us for a cup of coffee and have a look at the wonderful view over Stockholm.

Follow us on Linkedin (Sweden , Finland and Denmark ) and get more tips like these! Watch our video on how to be searchable on Linkedin as an Interim Manager!