Francisco LópezA member of the EPUNTO Interim Management Advisory Board, he is a leading professional who has spearheaded technological innovation in Spain over the past 30 years. Drawing on his experience in multinational consulting firms and high-value-added technology companies, he reflects in this interview on the services offered by companies specializing in flexible management.
Madrid, September 22, 2021
It is a fact that innovation is a key factor for business competitiveness. In this sense, Interim Management, although a well-established management model for decades in other European countries, represents an innovation in organizational management in our country; however, it has not yet fully taken hold. From your knowledge and extensive experience as an executive, what is flexible management lacking or having too much of to consolidate and grow in Spain?
As you say, innovation is a key factor in business competitiveness. Being an innovative company isn't about having an innovation department, but rather about evolving the company culture towards innovation. This means overcoming the tendency to maintain the status quo and embracing new ways of doing things. This is where Interim Management has to overcome some barriers and demonstrate that, in certain circumstances, it can be the best option, because we shouldn't think it's the solution to all of a company's problems.
Spanish companies must recognize that a manager doesn't need to be an employee to achieve excellent results. The days of the full-time, office-bound employee are over; true leadership doesn't require absolute control. Today's teams are much more fluid, and it's essential to integrate talent in all its forms. At the same time, for situations that may require temporary or specialized support, Interim Management is the solution that provides both security and flexibility.
EPUNTO Interim Management has taken a fundamental step in its international expansion process by joining the largest international network linked to this specialty. GlobaliseWith a presence on five continents, and drawing on his experience as founder and manager of a multinational as prominent as DMR Consulting (now Everis), and as a member of the advisory board of EPUNTO IM, among others, what are the keys to success in international relations between companies with the potential to generate synergies and business opportunities?
My experience with international expansion tells me it's a task that must be approached with a medium- to long-term perspective. Opportunists might generate some business, but they won't establish a stable operation. And as is often the case, the suitability of the person you put in charge of the initiative is crucial. I increasingly favor building a team with complementary members rather than assigning a single leader. I believe it's difficult for one person to provide everything necessary for an international expansion. Intercultural communication skills are also very important. A good mix of expatriate and local managers usually guarantees success.
With his joining Globalise, EPUNTO Interim Management It offers its clients the possibility of having local talent in the countries where they carry out activities, maintaining the management of the relationship directly with the company that provides the flexible management service, which is essential in this management specialty.
Executive recruitment processes are a core business for most companies involved in Interim Management, such as EPUNTO, which is applying cutting-edge selection methodologies through its exclusive "Smart Recruitment"© method, enabling it to fill any executive position in record time. What is your opinion on new technologies applied to talent management, specifically executive recruitment, such as artificial intelligence and machine learning, big data, and augmented intelligence?
I believe these new technologies open up a new avenue of opportunity in the selection process, streamlining it and increasing the chances of success. In any case, while I value the selection process itself, I think it's relative in terms of a professional's adaptation to a new company. I believe that values like transparency and personal interaction have a greater impact. In short, technology will improve and should be used in what we might call the "mechanical part of the process," but it will never replace human interaction in the selection process.
Within Everis Initiatives, you were responsible for FiTalent, a corporate venture capital fund specializing in biotechnology investments. One of the most common reasons for hiring Interim Management services is for executive leadership following a merger or acquisition, often by investment funds. What is your opinion on this? Is flexible leadership a high-value-added service in M&A processes?
Clearly, if we examine the process of appointing executives at a startup, we see that it's very amateurish. It's common to find the CEO's job description listed as "CEO & Founder," and from that description, we deduce that the second part is true—that this person had the skills and determination to found a company. The first part of the description, however, is a different story. Often, we see that this person assumes the CEO role without having the minimum necessary experience, training, and skills. It's quite common that, after the first rounds of funding, investors demand a more "professional" appointment. In these cases, as well as in mergers and acquisitions, and especially in spin-offs, hiring an Interim Management firm is a highly recommended option. It can be a good way to test suitability or can serve to perform functions that begin and end within the M&A process itself.