Interim management is often only discussed once the problem has already become serious.
That’s exactly why we decided to do something simple: ask Interim managers across the region what they actually see on projects in real life.
The entire initiative — from designing the survey to processing, interpreting, and communicating the results — was led by Kamil Relovsky, Ronald Lupták, and Ivona Chlebova. The result is #Interim #Pulse #2025 — a survey among Interim managers from Slovakia, the Czech Republic, and the wider CEE region.
Some of the findings did not surprise us at all. Others confirmed patterns we repeatedly see across projects.
We often see companies trying to solve complex situations internally for so long that the problem grows significantly larger. When they finally decide to bring in external leadership, they expect rapid change — but without giving the Interim manager a real mandate to make decisions. And without that authority, change becomes extremely difficult.
The good news is that this moment can be identified much earlier. And that is exactly what the data from our survey highlights — insights we will gradually continue to share with you.
In the first wave, the results were shared with all Interim managers who participated in the survey.
In the second wave, the report was sent last week to our verified #Interim Managers within TOP HEADS.
And now, in the third wave, we are sharing it on LinkedIn so you can explore this topic as well — if you find it relevant and interesting.
And yes, many of you will probably ask:
The survey included a sample of 126 respondents. Around 60 participants completed the structured questionnaire directly, while the remaining respondents were interviewed by phone.
