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Während viele Geschäftsführer bei Tagessätzen von 1.400 bis über 2.000 Euro pro Tag zunächst die Stirn runzeln, zeigt die Realität ein völlig anderes Bild: In 87% aller Interim Management-Mandate übersteigt der generierte Mehrwert die Kosten um mehr als das Doppelte1Ludwig Heuse GmbH, Interim Management Market Trends DA-CH Region 2023, Study, 2023, p. 15.
In einem Fünftel der Projekte beträgt der Return on Interim Management sogar das Zehnfache des eingesetzten Kapitals2Ludwig Heuse GmbH, Interim Management Market Trends DA-CH Region 2022, Study, 2022, p. 23. Was steckt hinter dieser beeindruckenden Rendite? Die Antwort liegt in einem fundamentalen Paradigmenwechsel: Interim Manager sind keine kostspieligen Notlösungen, sondern strategische Wertmultiplikatoren, die binnen kürzester Zeit operative Exzellenz und nachhaltige Transformation vorantreiben.
For German SMEs, which are increasingly caught in a tension between digital disruption, skills shortages and economic volatility, interim management is developing into an indispensable resource for growth and competitiveness.
Ein Interim Manager übernimmt vorübergehend Führungsfunktionen in Unternehmen – fast immer verbunden mit einem Veränderungsauftrag (Change). Neben der Führung des Tagesgeschäftes, das normalerweise durch einen festangestellten Manager geleistet wird, soll parallel ein Problem oder eine Chance analysiert, passgenaue Lösungskonzepte entwickelt und mit hoher Umsetzungssicherheit auch realisiert werden3AIMP Association of Interim Management Professionals, Market Study DACH Region 2025, 2025, p. 8.
Das ist der entscheidende Mehrwert und darin unterscheidet sich die Leistung eines Interim Managers fundamental von festangestellten Managern oder Unternehmensberatern. Während Berater Empfehlungen aussprechen, übernehmen Interim Manager direkte operative Verantwortung mit dem Fokus auf “Resulting statt Consulting”. Diese Führungskräfte auf Zeit zeichnen sich durch ihre einzigartige Fähigkeit aus, sowohl das operative Tagesgeschäft zu führen als auch gleichzeitig transformative Veränderungen zu orchestrieren4DDIM Umbrella Association for German Interim Management, Definition of Interim Management, 2024.
The difference between an interim manager and a consultant is like the difference between an architect who only plans and one who also manages the construction. Interim managers assume responsibility not only for the strategy but also for its successful implementation.
Is the added value of an interim manager demonstrable?
Die wissenschaftliche Evidenz für den Wertbeitrag von Interim Managern ist eindeutig. Die Helmut-Schmidt-Universität zeigt in ihrer Studie “Interim Leadership Personalities”, dass bei 86% der Mandate der Mehrwert die eingesetzten Kosten um ein Vielfaches übersteigt5Helmut Schmidt University, Interim Leadership Personalities, Research Study, 2019, p. 47. Die Ludwig Heuse GmbH kam in einer umfassenden Auswertung von über 700 Projekten zu dem Ergebnis, dass in nur 3% der Fälle der Return on Interim Management (RoIM) kleiner als 1 war6Ludwig Heuse GmbH, Interim Management ROI Analysis, Evaluation of 700 Projects, 2021, p. 12.
Diese Zahlen werden durch internationale Forschung bestätigt. Harvard Business Review dokumentiert, dass 17% aller Nachfolgen an börsennotierten Unternehmen zwischen 1996 und 1998 die Ernennung eines Interim CEOs für mindestens 45 Tage beinhalteten7Harvard Business Review, Executive Succession and Interim Leadership, Research Study, 1999, S. 23-31. Die Erfolgsrate liegt dabei deutlich über dem Durchschnitt permanenter Besetzungen.
Das Marktvolumen für Interim Management im DACH-Raum beträgt laut AIMP-Marktstudie 2025 rund 3,09 Milliarden Euro, wobei Deutschland mit 2,4 Milliarden Euro den größten Anteil stellt8AIMP Association of Interim Management Professionals, Market Study DACH Region 2025, 2025, p. 15. Diese Zahlen verdeutlichen die wirtschaftliche Bedeutung und das Vertrauen der Unternehmen in diese Managementlösung.
The three dimensions of added value in interim management
Speed: Quick onboarding and rapid implementation
Der erste und unmittelbarste Mehrwert liegt in der außergewöhnlichen Geschwindigkeit der Einarbeitung und Umsetzung. Ein Interim Manager arbeitet sich sehr schnell ein, analysiert und arbeitet Lösungen rasch aus. Durch gute Führung, Methoden- und Prozesskompetenz erreicht er schnell die definierten Ziele9Ludwig Heuse GmbH, Interim Management Onboarding Time Study, 2015, p. 18.
A study by Ludwig Heuse GmbH shows that more than 80% of the companies surveyed stated that interim managers had all problems firmly under control within just 40 days of being on board. This short onboarding phase results from the specialized experience and methodological competence of the interim managers.
Security: Implementation security through proven methodology
Implementation reliability, methodological expertise, and extensive experience in similar situations ensure a high probability of success for the change. Unlike traditional recruiting processes, which typically take 6-12 months, qualified interim managers can be deployed within days or a few weeks. This time saving is invaluable, especially in critical situations, as leadership vacancies can quickly lead to operational disruptions and opportunity costs.
Return on investment: Attractive ROI through increased efficiency
Durch die höhere Erfolgswahrscheinlichkeit und kürzere Durchlaufzeiten realisiert das Unternehmen eine attraktive Rendite durch die Investition in einen Interim Manager. Die empirischen Daten bestätigen diese Wertschöpfung eindrucksvoll: In 87% aller Mandate übersteigt der generierte Mehrwert die Kosten um mehr als das Doppelte10Ludwig Heuse GmbH, Interim Management Market Trends DA-CH Region 2023, Study, 2023, p. 15.
The process model: Day-to-day business and change in parallel
Managing day-to-day operations
The operational and strategic management of day-to-day business is a core competency of the interim manager. In this process, they temporarily replace a permanent executive and take over three main processes, which are visualized in the attached graphic:
Technical process : Content-related leadership and technical decisions within the respective area of responsibility. Management process : Employee management, team development, and organizational control.
Strategy process : Strategic planning and alignment of the area of responsibility
These three processes are typically performed by permanent managers – usually to a high standard. An interim manager can temporarily fill a vacancy and has learned to quickly adapt to new positions and build networks. Professionally, they are up-to-date with the latest developments in their field.
Planning and implementing change (Change)
Different knowledge and skills are required here than in day-to-day business. The entrepreneurial change process can be subdivided into implementation preparation, including analysis and synthesis (development of a solution), which is also traditionally offered by management consultancies. During implementation, three levels must be mastered simultaneously:
Factual level : Content of the change and its professional implementation
Organizational level : Project management and structural implementation
Human level : Change management and employee support
This is often a crucial difference compared to permanent managers, who rarely implement such comprehensive changes. Professional interim managers cover all levels of the change process and possess the relevant certifications.
- Consulting process (analysis and synthesis): Qualification as a Certified Management Consultant (CMC)
- Project management (organizational level): Certification according to PRINCE2, PMP or IPMA
- Change Management (human level): Certification according to PROSCI or comparable standards
The decisive added value: parallelism
A key advantage lies in the fact that the change process runs alongside day-to-day operations. Company figures typically don't suffer as a result of the changes, since the interim manager handles both tasks simultaneously. This integration into daily operations facilitates change management because it provides the necessary operational resources and decision-making authority.
Strategic success factors for the use of an interim manager
Definition of project success
An interim management project can be considered successful if four key criteria have been met:
- Project content and project goals : Full achievement of the defined objective goals.
- Time and deadlines : Adherence to agreed timeframes and milestones.
- Costs and budget : Implementation within the calculated cost framework. Return on investment : Demonstrable added value beyond the resources used.
The three strategic success factors
The successful implementation of an interim management project involves three strategic factors that have been proven to have a high influence on the probability of success:
- Visible leadership : Clear leadership role and decision-making authority of the interim manager.
- Professional project management : Structured planning, management, and control of the project.
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Systematic Change Management : Supporting the human side of change
This combination of skills is the decisive added value of professional interim managers. They can address all three factors simultaneously in a single assignment – a combination of skills that is rarely available internally and would often be too specialized for permanent positions.
Flexibility and expertise: The temporary nature as a strategic advantage
Interim managers are particularly valuable when a combination of these skills is required. Many of the competencies they bring are not needed permanently by companies. For this reason, interim managers are deliberately not candidates for permanent positions: the combination of skills is rarely required because fundamental change in companies does not occur often, but usually only sporadically.
A manager with this combination of skills would often be too expensive for a permanent position, and the likelihood of employee turnover would be correspondingly high once the change gives way to routine. Therefore, the temporary nature of the assignment is not a disadvantage, but rather a deliberately chosen strategic approach for maximum efficiency and cost optimization.
Professional excellence and an objective external perspective
Interim Manager bringen hochspezialisierte Fachkompetenz mit, die oft über das hinausgeht, was intern verfügbar ist. Sie haben typischerweise in verschiedenen Rollen und Branchen gearbeitet, wodurch sie einzigartige Einblicke in bewährte Praktiken, emerging Trends und Branchenbenchmarks besitzen11McKinsey & Company, Value-Based Management Framework, Strategic Management Research, 2020, S. 34-41.
Ein oft unterschätzter Mehrwert liegt in der neutralen Position des Interim Managers. Ohne interne politische Verstrickungen oder historische Loyalitäten können sie objektive Entscheidungen treffen und notwendige, aber unpopuläre Maßnahmen umsetzen12Harvard Business Review, Interim Management and Organizational Change, Management Research, 2021, S. 15-22.
Practical example
Management in a severe storm – Business management in the metal industry
An established Austrian specialist in fastening technologies for timber construction, with 60 employees and €12 million in revenue, suddenly ran into serious difficulties. Although the metal industry as a whole was healthy, the company suddenly experienced below-planned growth coupled with declining margins. The situation escalated dramatically when strategic differences between the shareholders led to a split and two managing directors left the company.
Challenge : Leadership vacuum in a critical phase of the company, gradual deterioration of margins, uncertainty among employees and stakeholders, and the threat to the market position as an innovation and quality leader.
Solution : Assumption of commercial management for 19 months, including sales, marketing, and product management. Alongside the operational management of day-to-day business, a systematic analysis of profit development was conducted and a strategic realignment was developed.
Results after 19 months :
- Sales increase of 18% despite difficult starting conditions
- EBIT improvement of 100% through margin optimization
- Operational stabilization of all critical business processes
- Successful strategic realignment with clear market positioning
- Restoring stakeholder trust
- Establishing stable management structures for sustainable corporate governance
You can find more examples here. here (click).
It is thanks to the interim manager, Mr. Lettmann, that despite the enormous changes in the company, we have achieved and even exceeded our planned sales and profit targets without any compromises.
Areas of application: When is it worthwhile to use an interim manager?
Profitable sales and profit optimization
As a profit architect, the focus is on maximizing returns and sustainably improving profitability. Through the development and implementation of tailored revenue strategies, pricing structures and profit potential are systematically redesigned.
Specific approaches:
- Introduction of strategic price management through data-driven analyses to maximize producer surplus
- Development of profit-optimized pricing models based on customers' willingness to pay
- Building and training pricing teams for the sustainable implementation of pricing tools
Transformation in sales: Process optimization and digitalization
The focus is on optimizing sales strategies, structures, and processes, as well as their digitalization. The goal is to increase cost efficiency and define clear responsibilities while simultaneously increasing customer value and internal efficiency.
Specific approaches:
- Optimization of the offer and acquisition processes with a focus on cost reduction and efficiency improvement
- Introduction of structured key account management processes based on customer segmentation
- Digitization of sales processes through IT-supported tools for better market and revenue potential exploitation.
Value proposition and customer focus as the basis for higher prices
A clear and differentiated value proposition within the framework of strategic business model development creates the foundation for higher prices and drives targeted innovation. This leads to improved market positioning and increased market penetration.
Specific approaches:
- Analysis of customer requirements and identification of market opportunities through outcome-driven innovation and Blue Ocean strategies
- Developing innovative business models with a focus on customer needs while minimizing risk.
- Implementation of value-added sales strategies with a focus on customer benefits to achieve price advantages.
Transformational personnel development
A key element of many interim management roles is the development of managers and the onboarding of successors by a suitable interim manager. Targeted mentoring and workshops ensure that know-how remains within the company and that innovations are sustainably implemented.
Specific approaches:
- Developing leadership skills through targeted coaching and mentoring
- Conducting workshops on business development and the application of agile leadership techniques
- Support in training the successor for a smooth transition and long-term success
Investing in an external executive: Economic evaluation and ROI optimization
Cost structure and investment calculation
Die Tagessätze für qualifizierte Interim Manager in Deutschland bewegen sich zwischen 1.200 und 1.800 Euro, abhängig von Qualifikation, Erfahrung und Mandatsumfang13Ludwig Heuse GmbH, Daily Rate Analysis Interim Management DACH, 2024, p. 27. Diese Kosten erscheinen zunächst hoch, müssen jedoch im Kontext der alternativen Lösungsansätze betrachtet werden.
Als Daumenregel gilt: Die Tagessätze liegen bei circa 1% des Bruttojahresgehaltes eines vergleichbaren festangestellten Managers14Interim Management Worldwide, Cost-Benefit Analysis Framework, 2023, S. 8. Bei hochwertigen Managementpositionen kann dieser Wert auch bei 0,8% liegen.
Return on Investment and Value Measurement
Der durchschnittliche RoIM liegt laut Ludwig Heuse bei Faktor 11,9, was bedeutet, dass jeder investierte Euro durchschnittlich 11,90 Euro an messbarem Mehrwert generiert15Ludwig Heuse GmbH, ROI Analysis Interim Management, Long-term Study 2001-2023, p. 34. Diese beeindruckende Rendite resultiert aus verschiedenen Wertquellen:
- Avoiding opportunity costs due to management vacancies
- Accelerated implementation of critical projects
- Efficiency improvements in operational processes
- Minimizing risks in complex transformations
- Transfer of best practices and methodological excellence
Direct vs. indirect value creation
Bei der ROI-Berechnung ist zwischen unmittelbaren und mittelbaren Effekten zu unterscheiden. Unmittelbare Effekte sind direkt messbar, wie Kosteneinsparungen im Einkauf oder Umsatzsteigerungen durch optimierte Vertriebsprozesse. Mittelbare Effekte zeigen sich oft erst später, etwa durch verbesserte Marktpositionierung oder erhöhte Organisationsreife16McKinsey & Company, Value Creation through Interim Management, Strategic Research, 2024, S. 15-23.
Conclusion: The interim management sector provides fresh impetus through an unbiased perspective.
The added value of interim managers goes far beyond simply filling leadership vacancies. They are strategic value multipliers who, through their unique combination of specialist expertise, methodological competence, and an objective external perspective, drive sustainable transformation.
For upper-middle-market German companies, interim management offers a cost-effective and low-risk way to respond to complex challenges and capitalize on growth opportunities. The empirical evidence, with average ROI factors exceeding 10, speaks for itself.
However, success requires a strategic approach: from precise needs analysis and careful matching to structured knowledge transfer. Companies that understand interim management as a strategic tool and implement it professionally can realize significant competitive advantages, particularly through the selection of the right interim manager.
Interim managers are therefore particularly valuable when these skills are required in combination. They analyze, plan, and implement – alongside day-to-day operations – to be able to react promptly to changes. Once the tasks are completed, they leave the company, leaving behind sustainably optimized structures and well-trained teams.
The future belongs to agile organizations that can react flexibly to market changes. Interim management is a crucial component of this agility – not as a last resort, but as a conscious strategic decision for operational excellence and sustainable success.
FAQ: Frequently asked questions about the added value of an interim manager
What is an interim manager and what added value does he/she offer?
An interim manager is an experienced specialist who is available at short notice to take on specific tasks. The added value of an interim manager lies in their expertise and flexibility, which enable companies to implement changes efficiently and achieve their goals quickly.
When is it worthwhile to use an interim manager?
Employing an interim manager is particularly worthwhile during periods of change, such as restructuring or the introduction of new markets. Companies benefit from the fresh impetus and unbiased perspective that interim managers bring.
What are the areas of application for interim managers?
Interim managers are active in various fields, including sales, change management, and project management. They can take on complex projects and help bridge vacancy periods.
How do I find the right interim manager?
The search for the right interim manager should be based on their expertise and experience. Interim managers can be easily identified on LinkedIn. Ensure they are a good fit for your specific requirements.
How quickly can interim managers be made available?
Interim managers are available at short notice and can usually begin an assignment within a few days or weeks. This rapid availability is a crucial success factor, especially in crisis situations or for urgent projects.
What are the advantages of interim management?
Interim management offers numerous advantages, including the ability to react flexibly to changes, the integration of expert knowledge, and the rapid implementation of projects. Furthermore, it allows companies to save costs, as interim managers are typically only engaged for the duration of a project.
What are the typical tasks of an interim manager?
Typical tasks of an interim manager can include taking on leadership positions, managing change projects, and implementing new strategies. They specialize in successfully implementing projects and ensuring that objectives are met.
How do you measure the Return on Interim Management (ROIM)?
The return on interim management can be measured by evaluating the results achieved in relation to the resources used. Indicators such as increased revenue, cost savings, and the successful completion of projects help to quantify the ROIM.
What role does the flexibility of interim managers play?
The flexibility of interim managers is crucial, as they can quickly adapt to different business situations and requirements. This characteristic enables them to work efficiently and effectively to achieve the desired results.
I'm Siegfried Lettmann, your profit architect and executive interim manager for profitable sales. As interim head of sales/marketing, I focus on sales excellence, pricing, and value creation.
Make an appointment here for an initial meeting:
