Management Summary
A leading service company faced a critical challenge: its broad product portfolio, which had grown very successfully over many years, had reached a plateau. Growth was slowing, while competitors were gaining ground in a fragmented market with strong demand. At the same time, internal organizational challenges were emerging. The company also needed to successfully launch a new digital learning offering with limited resources. A complex business situation had developed.
What began as strategic consulting evolved into a comprehensive interim management assignment at executive level—with the goal of professionalizing processes and creating future-ready structures to drive tangible growth.
This is where the GOiNTERIM manager came in. With extensive experience as a managing director, sales and change expert, she brought not only the necessary expertise and methodologies to the assignment. Her neutrality and seniority also enabled her to mobilize specialists and executives during challenging phases and ensure sustained improvements in operational performance.
Within ten months, a systematic sales process was developed, new leadership structures were established, and a new digital Learning Campus was successfully launched. The result: an organizational and qualitative transformation that, through clear structural alignment and methodological professionalization, contributed to measurable revenue growth. In the targeted business areas, the company significantly exceeded its growth target within the same fiscal year.
Company
A leading service company operates as a subsidiary of a major industry association representing the digital economy, with several thousand member companies from the fields of IT, telecommunications, and the internet. As the association’s operational arm, the company supports businesses in implementing digitalization strategies and offers a comprehensive portfolio of services tailored to the needs of specialists, executives, and organizations of all sizes.
The company offers a broad range of services, including professional development programs, strategic consulting services, a cloud-based learning platform, and industry-specific compliance solutions.
Initial Situation
Despite a broad and innovative product portfolio, growth had stagnated. The offerings were no longer evolving in step with market developments. Internal processes were becoming increasingly complex, and too many operational decisions were being centralized with the Managing Director, placing significant demands on her time and limiting her strategic capacity to act.
At the same time, an important project for the future was ready to launch: a digital learning platform, an innovative service offering for digital learning in the B2B environment. However, resources were limited, existing structures were overstretched, and there was no coherent plan for integrating the new product into the existing system. Against this challenging backdrop, an interim management assignment was established. Initially starting as a consulting engagement, it quickly evolved into a cross-functional temporary leadership role.
Tasks an Implementation Steps
The starting point was a comprehensive assessment of the situation. Employee interviews, a digital gap analysis, and a targeted competitive benchmarking exercise were used to identify strategic and operational weaknesses. These findings quickly led to the formulation of an overarching strategic vision: “Next Level BSG.”
This vision established the framework for a new leadership structure and placed a strong focus on entrepreneurial control and accountability—an essential lever for the organization’s future scalability.
With the start of the new year, the GOiNTERIM manager took on a new role and assumed responsibility for operational implementation. She initiated the establishment of a management layer between the executive management and team leaders, as well as the systematic integration of key teams that operated synergistically—Academy, Consulting, and the Learning Campus—whose activities were consolidated within an interconnected operating model.
This new organizational structure unlocked synergies and brought greater clarity to roles and responsibilities. By relieving the executive management team of operational demands, the organization became more responsive, while its focus on achieving operational targets increased significantly.
At the same time, the professional sales approach was strengthened and realigned—from strategic targeting of key accounts and transparent lead management to the development of KPI-based reporting. The existing Microsoft Dynamics CRM solution was further developed to systematically unlock its existing potential.
But the transformation was not just about structure and technology—it was, above all, about building the organization’s ability to manage itself effectively. New communication formats, leadership coaching sessions, and targeted capability building for team leaders ensured that the new structure worked not only on paper but was also embraced and actively supported from within.
The change was guided, not imposed—and that is precisely what made it so effective.
Successes and Results
The change quickly began to deliver results: Early on, key performance indicators pointed to a significant turnaround. In some areas, revenue increases of up to 35 percent compared with the previous year were forecast and ultimately achieved over the course of the year.
At the same time, a new digital learning product was successfully launched as planned—with a clearly defined MVP, comprehensive content, and a sustainable marketing and sales plan.
The realignment also had a positive impact on other areas of the business. The consulting and seminar offerings were further refined, processes became more focused, and collaboration with the marketing team was intensified. New reporting tools helped the organization better interpret business performance and take corrective action at an early stage.
These successes were not the result of isolated interventions, but of the consistent integration of strategic clarity, operational excellence, and the systematic development of sustainable structures.
What began as an analysis evolved into an interim management assignment and ultimately led to a comprehensive business transformation.
This case study clearly demonstrates how interim management can achieve far more than simply bridging leadership vacancies: it can help organizations realign their operations, drive growth, and successfully navigate critical turning points that shape their future.
Would you like more information or do you have similar challenges? Talk to us, we will be happy to help you!
Dr. Martin Ludwig Mayr, Managing Director
martin.mayr@gointerim.com
+49 89 20 500 8695