In recent years, interim management has received increasing attention in Norway. More companies are discovering the advantages of being able to quickly bring in qualified management expertise – for specific needs and critical situations. We spoke with Rolf Henrik Svendsen, Managing Partner at Incepto Executive, about market developments, customer needs, and what characterizes successful interim management.

How did your journey into interim management begin?

– I have a background from a long career as a «corporate man», including as sales director and responsible for the Europe region at SAS Institute. About 10–11 years ago, I was at a crossroads and realized that it was not easy to «sell yourself» as a consultant without a supportive environment. I came into contact with another company in the industry, and that became my introduction to interim management.

I saw early on where the market was heading and had ideas that I couldn't get through. The conclusion was that I had to start myself. That's how Incepto Executive was established, and I found like-minded partners through Incepto Partners.

What was the vision when you started Incepto Executive – and what is your strength today?

– The vision remains consistent, but has evolved over time. We build on three pillars:

1. Focus on top executives and interim managers – quality over quantity.
2. We primarily cater to companies with a turnover of NOK 300 million or more.
3. We address challenges that have a significant impact on value creation, where decision-making power and willingness to pay are clearly present.

When these three align, we have a very strong strategy. This makes us unique in a market where several other players often deliver interim management as a standardized 'product package,' which often leads to price competition. We have chosen a different path.

How would you explain interim management to those unfamiliar with the concept?

– 25 years ago, interim management was often a response to acute needs, such as illness or sudden resignations. Back then, it was about keeping the ship afloat.

Today, it is more about bringing in temporary expertise that does not exist internally but is necessary for a period. I believe future management teams will be more dynamic – a core organization that continuously supplements with specialized expertise as needed.

When should one use an interim manager?

– When internal expertise is lacking for a specific task. If there is uncertainty about internal capacity, it is better to let employees concentrate on their tasks – and bring in an interim manager who can drive the assignment forward. This significantly reduces the risk of errors and overload.

What distinguishes an interim manager from a consultant or temporary worker?

– A consultant is often very skilled at giving advice, creating strategies, and pointing out the direction. But it requires someone else to follow up and implement.

An interim manager, on the other hand, has an operational mandate. They take on the role, drive the process, deliver results, and are responsible for the implementation. That is a significant difference.

What needs do you most often see in customers?

– The most common situation is turnaround. Often, it is due to market changes, incorrect strategy, or altered competition, which in turn leads to a weak economy. Unfortunately, many wait too long, hoping that the problems will pass. When we come in, it is usually urgent to get a grip on the situation.

A clear example is an owner who was facing bankruptcy, with only one to two months left to operate. We appointed an interim CEO who, within two hours, was ready for their first all-hands meeting. After three months, the assignment was completed, and the company was saved – securing a value of over NOK 100 million.

What characterizes successful interim management?

– First and foremost, that the customer knows what they are buying. The mandate must be followed up and adjusted continuously. And the dialogue between the client and the interim manager must be close.

We see the delivery as a triangle relationship: Incepto Executive, the customer, and the interim manager. We not only measure whether we find the right person but also what value assignment is actually delivered. In addition, we provide the interim manager with a professional environment and network to rely on – something that is often missed when standing alone in a demanding role.

How do you view market trends going forward?

– Interim management is growing in Norway. International trends, faster changes, and the need for speed mean that we can deliver in 14 days – where the interim manager is operational almost from day one.

Norway has lagged slightly behind countries such as Germany, France, and Sweden, but we are now catching up. More players have entered, and the value of interim management is becoming increasingly clear.

We also see that experienced leaders want flexibility. Many do not want to retire completely but contribute periodically. At the same time, we see younger generations who are more concerned with concrete results and flexibility in their careers. This makes interim management attractive across age groups.

What will be important for future leaders?

– Two things: decisiveness and execution capability.

It is better to make a decision, even if it is not perfect, than to not make any decisions at all. The future labor market will be more demanding, and leaders who only organize instead of leading will have a tough time.

Finally – what is your advice to companies considering interim management?

– Be clear about what you are procuring, and follow up on the mandate along the way. Ensure close dialogue with the interim manager, and utilize the support a professional provider offers. Then you not only get a leader in place, but a partner who reduces risk and increases the probability of a successful outcome.

Would you like to learn more about interim management or discuss how it can solve challenges in your business? Contact Incepto Executive for an informal chat.