As an ex-interim manager for primary care trusts and the Department of Health, I would like to comment on Paul Fleming's article.
Interim managers should be as experienced as the most senior manager they report to and be able to solve critical issues that cannot be solved internally. They should not have a personal agenda, but should have a perspective that challenges current thinking and behaviour.
Interim management can be expensive without clearly identified measurable outputs and delivery timescale; and it is ineffective to retain managers post-project for assignments outside their expertise.
If an interim manager needs to get to know an organisation quickly, the client must take responsibility for inducting them and providing a clear brief at the outset of the intervention.
Keith Hackett, director, Intellego Health Management Resourcing