Besondy
Is the Marketing Function Under-Performing at Your Company?
Do you suspect that the marketing function at your company is not doing enough to help grow revenue and move the company forward? If these thoughts are in your mind don’t feel like the Lone Ranger. There exists in many B2B companies a “marketing malaise” that is a drag on company performance.
Much can be done in 3-4 months to transform the marketing function into a finely tuned and inspired machine.
I give an overview of my approach in a Flash presentation called, “Transforming the Marketing Function in B2B Companies: The Road to World-Class Performance”. View the presentation. No registration required.
Please share your comments and thoughts on the topics after you’ve seen the presentation.
Read Full Post | Make a Comment ( None so far )Thinking of a Career Change? What About Interim Management?
Many of you are in transition now, or looking at the real possibility that you’ll be in transition soon. Or, perhaps after 20 years or so of senior manager experience you are looking for a career change.
Interim management isn’t for everybody, but it can be a great way to leverage your work experience and achieve a level of independence and lifestyle not possible when working as a full time employee.
If you want to research a career in interim management I highly recommend three books. These will give you a good understanding of what it takes to establish an interim management practice–no matter what field you’re in.
All three of these books are available from Amazon, or other online book resellers.
Leadership On Demand: How Smart CEO’s Tap Interim Management to Drive Revenue, by Charles Besondy and Paul Travis. (Yes, I’m plugging my own book, but it is the only book to focus on interim marketing and sales management).
Interim Management, The New Career Choice for Senior Managers by Dennis Russell.
A New Brand of Expertise, How Independent Consultants, Free Agents, and Interim Managers are Transforming The World of Work, but Marion McGovern and Dennis Russell.
These books will help you decide whether or not to take the next step. They are also good if you are a business owner or CEO looking to hire interims.
If you are a senior marketing or sales manager and are seriously considering becoming an interim let me know. I can provide some free advice.
Read Full Post | Make a Comment ( 2 so far )Marketing Planning for 2009. Are you Kidding?
It’s the annual planning season for many. Oh, what fun! Business planning is particularly challenging this year because all of us just had to throw out the crystal ball we’ve been using for the past five years—it doesn’t work anymore. In fact I bet many of my CEO readers have just in the past few days asked their department heads to completely revise their plans in light of reassessed revenue targets for 2009.
Who knows how long this downturn will last or how severe it will be? Keeping fixed costs low while maintaining a high degree of flexibility will be the wise choice until the fog clears and the horizon comes into focus.
There is a way to strike a near-perfect balance between having the right marketing and sales talent you need without stretching the operating budget. It’s a matter of extreme focus, prioritization, and smart resource allocation. Here’s how.
In tough, uncertain times keep permanent staffing to a bare minimum and augment it with interim managers. This strategy holds for your leadership positions in marketing and sales, too—yes those director-, vp-, and c-level positions can be filled for a season by interim leaders. Interim management enables you to apply exactly the right quality and quantity of skills to an initiative; no more, no less. As one of my former colleagues was found of saying, “Let’s put the right amount of wood behind the arrow tip.”
Performance is everything, so find the perfect interim managers and focus them like a laser on what absolutely needs to be accomplished. In most cases you’ll have on your team an interim marketing or sales leader who is a peer to you and others in the C-suite.
Less is more when it comes to the smart use of interim leadership.
(For more tips on using interim managers in marketing and sales read “Leadership On Demand: How Smart CEO’s Tap Interim Management to Drive Revenue” by Charles Besondy and Paul Travis.
Read Full Post | Make a Comment ( None so far )New Book Helps CEO’s Achieve Results with Interim Managers
About 12 months ago I saw the need for a book that would enlighten CEO’s on the strategic use of interim managers in Marketing and Sales. With the help of co-author, Paul Travis, and editor, Theresa Heath, we interviewed top executives who had experience with interims and wrote our book. Leadership On Demand: How Smart CEO’s Tap Interim Management to Drive Revenue is now available in paperback and eBook. We self-published the title using the latest in print-on-demand technology and eBook technology. We’re selling the book directly from our site and through book resellers . The news announcement appears below and can also be viewed here.
Management’s Antidote for Turbulent Times
New Book Sheds Light on Practice of Using Interim Managers in Marketing and Sales
March 28, 2008, Austin, Texas. What is the little-known secret some CEO’s use to keep employment costs down while maintaining growth strategies during uncertain economic conditions? The answer involves the prudent use of interim or on-demand managers within their Marketing and Sales departments, according to the authors of Leadership On Demand: How Smart CEO’s Tap Interim Management to Drive Revenue.
Although companies are familiar with using interim or on-demand executives to fill temporary gaps in HR, IT and Finance departments the new book provides fresh insight and best practices on how to use interim, “just-in-time” talent to impact the revenue engine of their organization—Marketing and Sales.
The authors contend that too many companies have allowed temporary gaps in Marketing and Sales leadership to retard their revenue performance. The gaps occur in three areas: a key management position is vacant for more than a month, a critical set of required skills is missing in the organization, or there’s a shortage of management time to accomplish an important business initiative.
“This topic is one of great importance to our economy and society. The chapters do a good job of identifying the general trends that would lead a company to consider the utilization of an interim manager,” said John Mavers, First Vice President, Washington Mutual Bank.
Through its 14 chapters the book shows CEO’s how to identify when interim management should be considered, how to structure an engagement, how to socialize the solution within the organization, how to justify the fee, etc. The book includes interviews from CEO’s, COO’s and Board members who share their experiences and insights about the prudent use of on-demand leaders in small and large organizations.
Leadership On Demand: How Smart CEO’s Tap Interim Management to Drive Revenue is published by LOD Publishing, LLC and can be ordered from www.leadership-on-demand.com or http://www.Amazon.com. The suggested retail price is $28.95 plus shipping and handling. The title is available in both paperback and eBook formats.
About the authors
The authors and editor of the book have over 75 years combined sales and marketing management experience primarily in high tech, pharmaceutical and medical device sectors.
Charles Besondy, author. After a career holding marketing leadership positions for small high-tech companies in Washington State and Texas, Besondy began his consulting and interim management practice in Austin in 2001. He has conducted interim management assignments for a range of companies, such as a Web start-up, a computer manufacturer, s professional sports franchise, and a large financial services vendor. Regarded as an authority on the topic of interim management for marketing functions he is co-author of the book, Leadership On Demand: How Smart CEO’s Tap Interim Management to Drive Revenue. His blog on the same topic, One Riot – One Ranger, is a popular source of insight and leading-edge thinking on the topic of interim management.
Paul Travis, author. Having managed a team of 10 and a budget of $5 million as a Vice President of Marketing for a publicly traded internet security company, after executive roles in foodservice to software publishing, Travis made the move into consulting. He has served in both project and interim capacities primarily in branding, product marketing, and launching new offerings – for technology, food/beverage, and manufacturing clients situated between British Columbia and the Midwest United States. In addition to his capacity as President of the Institute of Management Consultants – Pacific Northwest Chapter, he serves on the board of two privately held companies. His blog, www.60-Second-Marketing.com, features educational insights around snapshots of “hits and misses” in the marketing world.
Theresa Heath, editor. With over 25 years of experience, Ms. Heath is an innovative leader skilled in creating and implementing business development plans that reinvigorate sales teams and grow new products and markets. A strategist with a global and conceptual perspective, Ms. Heath approaches problem-solving in a relational and holistic manner by utilizing experience, intuition and knowledge to craft fresh and imaginative solutions. Heath is a versatile executive with both sales and marketing expertise in the healthcare and technology sectors, with a particular emphasis on bringing new technology successfully to market and exceeding company goals. Her background and flexibility serve her well in consulting, particularly in sales turnaround situations, developing new markets and new product commercialization.
Book Statistics
Title: Leadership On Demand
Subtitle: How Smart CEO’s Tap Interim Management to Drive Revenue
Authors: Charles Besondy, Paul Travis
Editor: Theresa Heath
ISBN: 978-0-9802035-1-6 (paperback), 978-0-9802035-0-9 (eBook)
Category: Business Management
Length: 112 pages
Retail price: $28.95
Binding: 6”x9” trade paperback
eBook platform: Requires PDF reader software
Illustration: Charts and tables
Additions: Case studies, resources, survey, Website for the book’s readers is http://www.leadershipondemand-book.com
Read Full Post | Make a Comment ( 1 so far )Achieving Flexibility and Results in a Time of Uncertainty. Three Cheers for Interim Management!
By Charles Besondy
Depending on the political slant of your favorite news source the U.S. is either falling into recession or experiencing a mere speed bump. Everyone can agree the economy has taken it on the chin lately. The undertow caused by defaults of sub prime mortgages is still threatening to pull some financial companies under. The record high price of oil is having an inflationary impact on nearly everything we buy. The value of the dollar is at record low levels compared to the Euro. Swings of 100-200 points a day on the NYSE is common place. Unemployment is still relatively low, however, and inflation is in check (at least for now).
These are unnerving times for executives responsible for driving their business plans forward no matter the head wind. Revenue forecasting, always a challenge, is made more difficult by the economic factors in play (not to mention a Presidential election). When there’s less confidence in the revenue forecast executives are loath to add to their fixed costs, such as payroll. It is common in times like these for companies to become very cautious about filling vacant positions, or adding head count.
Just because the economy is sputtering doesn’t mean that companies are putting key initiatives on the back burner, or hunkering down in a bunker mentality. It simply means they are looking for ways to maintain momentum while mitigating financial risks. Interim managers or on-demand leaders in Marketing and Sales can play invaluable roles for companies during uncertain economic times by achieving the necessary results without adding to fixed payroll costs.
Q2 Employment Outlook Softening
ManPower, Inc, the $21 billion employment services company, just released its Manpower Employment Outlook Survey for Q2 2008. It clearly reflects a softer jobs market for the quarter ending June 2008.
ManPower’s CEO and Chairman, Jeffrey A. Joerres summarizes the report’s findings, “The important change we are seeing is not about reductions in workforces, like we would typically expect in a recessionary period, but rather an increase in the percentages of employers who are planning to put a hold on hiring and forge ahead with the people they already have. This is definitely a ‘wait and see’ approach as they evaluate where their economies are headed, rather than a panic attack at this point.”
In the survey “a quarter-over-quarter comparison shows the weakest employment prospects since Quarter 1 2004. According to seasonally adjusted survey results, employers in nine of the 10 industry sectors expect the hiring pace to remain stable or decline during Quarter 2 2008. Of the 10 industry sectors surveyed, only Transportation/Public Utilities employers anticipate improved conditions for job seekers in the coming quarter versus Quarter 1 2008.”
As you’d expect the figures vary by region and by industry sector. The report can be downloaded from ManPower’s Website.
Damn the Torpedoes and Full Speed Ahead
Any experienced business leader will tell you the keys to achieving results during periods of uncertainty are to mitigate the financial risks but keep charging forward. The use of interim managers is a smart way to achieve much-needed flexibility and results during unnerving times. Here’s why.
- You can quickly apply the right talent to achieve the necessary results. Hiring an interim is much faster and easier than is recruiting someone for a senior-level permanent position. Less valuable time is lost.
- You can focus entirely on the skills you need for the short term without complicating the picture with concerns about future requirements. You don’t have to find the marketing or sales leader who is perfect for this quarter as well as next year and beyond. You can focus like a laser on meeting the short term requirements.
- Interim managers are the utilities of management talent. You only pay for what you use. This is an enormous benefit during uneven economic conditions because you can adjust the volume of service you need very easily and quickly. To use interim talent you’re making short-term financial commitments with variable dollars, rather than long term, fixed cost commitments.
- Interim manages can deliver results for less. When the total cost of recruiting and employing a permanent executive or senior manager is compared to an interim’s fees the cost advantage can be significant.
- Interim managers often provide a more practical and cost-effective solution than management consultants. Usually you can bring in the same level of talent, one with both strategic and operational credentials, who can be a member of your team for less than management consultants with bureaucracies and fancy offices to support.
Don’t let the next months of economic uncertainty prevent you from keeping your customers satisfied and your competitors on their heels. Maintain fiscal flexibility and generate results through the use of interim management for filling gaps and driving forward key initiatives.
For a more in-depth look at how to successfully utilize interim management strategies check out these sources:
- Leadership On Demand: How Smart CEO’s Tap Interim Management to Drive Revenue, available from Amazon.com
You Could be in My Interim Management Book
I have decided to write a book on the topic of interim management for the marketing function, and you can play a part. If you have hired or have considered hiring IMs for marketing roles I’d very much like to interview you for my book. Please post a comment if you have something to say on this topic and would like to be interviewed. For the rest of you, if you think a particular topic should be covered in the book, let me know.
There are some good books on interim management in general, but the focus of my book will be on the marketing department. I feel strongly that smart companies see IMs as excellent tools for staying nimble and quick within highly dynamic markets. IMs give companies the ability to bring in the perfect blend of experience and expertise at C-level, VP-level and Director-level positions. When the requirements change, it’s easy and painless for the company to change the talent mix. Not enough companies are using this model, however.
I’m looking forward to hearing your ideas.
Read Full Post | Make a Comment ( None so far )Why CEOs Should Add Interim Marketing Managers to their Arsenal
By Charles Besondy
Every CEO I know can be described with one or more of these labels:
- Orchestra conductor
- Magician
- Chemist
- General
- Chef
- Chess master
- Pied piper
- Puppet master
Try it. Think of the CEOs you know (perhaps yourself even). Pin the label on the CEO. It’s fun. While personalities and leadership techniques vary, CEOs all have one thing in common—they manage resources to drive results. More specifically, the CEO blends and directs the talent, infrastructure and finances at his/her fingertips. When he gets the combination right success usually is the outcome.
However, if it was easy to get the right combination every company would be widely successful. More often than not, the limitations of the talent, infrastructure, finances, or time (our number one enemy), muck up the works and restrict success.
Interim management should be the CEO’s best friend and secret weapon (or favorite ingredient if you prefer the chef label more than the general label). By relying on interim managers in the marketing function, the CEO can apply exactly the right marketing skills and experience to an initiative for exactly the right amount of time—all while working with variable budget dollars rather than fixed budget dollars.
This ability to augment the CEOs arsenal with the right talent at the right time can be a major competitive advantage in that it enables business agility.
- The company can jump on market opportunities or react to competitive moves swiftly and adeptly. It takes far less time to locate and retain an interim manager than to recruit a full-time senior manager (even if there is headcount in the budget).
- Existing teams aren’t whip-sawed from one initiative to another. A high degree of focus can be maintained on existing business, while teams enhanced with interim marketing talent chase new opportunities.
- The initiative’s requirements can be matched to an interim’s domain and process expertise; very few compromises necessary. The CEO can select the optimum weapon for the job.
As a CEO do you see yourself selecting weapons, moving chessmen, orchestrating a team, or creating a world-class stew? Whatever metaphor you select, consider that interim management for the marketing function stands ready to help drive business and revenue growth.
Read Full Post | Make a Comment ( None so far )Get ‘er Done
By Charles Besondy
I recently finished an engagement with a manufacturer of high-end computer systems for digital artists. Reflecting on the project I realized that it was a classic case for interim management.
The management team recognized that they had a common problem on their hands–a new product line had been conceived in Engineering and was under development. However, no product marketing or product management resources were available to validate customer requirements, develop positioning, create pricing strategy, set up a beta program, construct a go-to-market plan, etc. The company’s thin marketing resources were fully occupied with the support requirements for existing revenue-generating products.
So, management could have elected to tell their existing staff to suck it up and take on the considerable extra work for several months. However, this management team was smarter than that. They didn’t want to endanger the current revenue stream. They knew all too well how difficult it is to get business momentum in the air, and once achieved just how quickly it can stall, crash and burn if ignored.
This management team did the right thing. They brought in an interim manager (me!) to handle the product marketing duties for the new product line. With apologies to The Cable Guy, they chose to “Get ‘er Done!”
Read Full Post | Make a Comment ( None so far )Popularity of the Temporary Executive
By Charles Besondy
The BizLaunch Blog reports that one of the top-20 book downloads from Work.com is on the topic of hiring temporary executives. I think this is a positive indicator that smart entrepreneurs are thinking about how to retain the flexibility of their organizations by bringing in seasoned executives on a temporary basis, rather than full-time employees.
Read Full Post | Make a Comment ( 2 so far )Mind the Gap
By Charles Besondy
The famous recorded message (“mind the gap”) one hears before de-boarding or boarding a train in London’s Tube is actually darn good advice for any company. Just like the message warns passengers to be careful of the dangerous gap between the train and platform, I’m warning companies to be mindful of gaps in their marketing resources.
The gaps I’m referring to are formed during periods of transition when the human resources in product marketing, strategic marketing, marketing communications, channel marketing, etc. are inadequate in terms of head count, experience, or skills.
This inadequacy or void sucks momentum out of the organization and invariably leads to missed goals, overly stressed employees, and a decline of morale.
Here are six situations where dangerous gaps frequently appear in which interim management is ideally suited to step in and maintain momentum and focus.
- Early-Stage Start-Up. Any start-up, particularly a high-tech start up, needs seasoned marketing talent in the early days to drive marketing requirements, conduct research, develop a positioning strategy, analyze competition, etc. The early stage company working on Series-A funding is seldom in a financial position to attract a full-time CMO, or to lure one away from an established company. An interim executive is an ideal solution.
- Maternity/Paternity Leave. A 2-3 month maternity leave can cause havoc in a marketing organization that is already thinly staffed. Fill the gap with an interim manager.
- Leave of Absence. Whether it be for a sabbatical or medical leave of absence, the vacancy is always a challenge for the organization to manage.
- Unexpected Termination. When a key manager is terminated or resigns unexpectedly the company has to scramble to either reorganize or fill the position. While the recruitment process is underway why not bring an interim manager in to keep the ball moving up the field?
- Temporary Workload Increase. Product launches or major initiatives can pull resources away from important day-to-day business. An interim manager can run the day-to-day activities, or assist with the special project. Either way, momentum is maintained.
- Waiting for Godot. We’ve all seen it. The company has created a spec for a key marketing role, but recruitment is taking forever as the hunt for the perfect candidate runs its course. An interim manager can step in and, even if not perfectly suited for the job, handle many of the duties. This keeps the company moving forward and reduces the pain associated with a lengthy recruitment period.
Mind your gaps. Look to interim management within the marketing function to keep your organization on the fast track.
Read Full Post | Make a Comment ( None so far )« Previous Entries
One Riot - One Ranger 