INTERIM BUSINESS ASSOCIATION
NEW YORK ● WARSAW ● KYIV
NEW YORK ● WARSAW ● KYIV
WE ATTRACT INVESTMENTS
FOR BUSINESS DEVELOPMENT
About us
Who are we?
We are an international team of Interim managers (temporary managers) and investors.
Who are our clients?
Our clients are business owners and shareholders.
What do we do?
We help owners of businesses to increase the value of their assets.
Why do we help entrepreneurs?
We help the owners attract investments or sell their assets at the highest possible price.
How do we assist our clients?
1
Diagnostics
Answer anonymously the questions and the AI Analyst will identify the weak areas in the company’s management system and will point out the areas for improvement.
2
Development Program
After the Diagnostics stage, the AI Analyst will devise an Organizational Development Program for you. You can implement the suggestions independently to take preparatory steps for a meeting with investors. Contact us if you need to clarify any steps in the Program. We will do our best to help you.
3
Pre-investment Preparation
By this stage, it is necessary that your management model is enhanced. We are ready to assist you at this stage if necessary.
4
Attraction of Investments
After enhancing the business, we arrange your meeting with our Investors on attracting investments or selling the business.
5
Sale of the Asset
At this stage, we mediate the transaction to ensure that both parties are satisfied with its results.
How do we assist our clients?
1
Diagnostics
Answer anonymously the questions and the AI Analyst will identify the weak areas in the company’s management system and will point out the areas for improvement.
2
Development Program
After the Diagnostics stage, the AI Analyst will devise an Organizational Development Program for you. You can implement the suggestions independently to take preparatory steps for a meeting with investors. Contact us if you need to clarify any steps in the Program. We will do our best to help you.
3
Pre-investment Preparation
By this stage, it is necessary that your management model is enhanced. We are ready to assist you at this stage if necessary.
4
Attraction of Investments
After enhancing the business, we arrange your meeting with our Investors on attracting investments or selling the business.
5
Sale of the Asset
At this stage, we mediate the transaction to ensure that both parties are satisfied with its results.
Cases
Best practices for implementing Interim management to solve business problems
Case 1. Preparing the business for sale
The Problem
A large manufacturing and trading company was preparing to be sold to a foreign investor. It was necessary to demonstrate that the business was highly profitable and had a positive image.
The Solution
The Interim management team was given the task to improve the company’s performance before the deal was finalized.
Within one year, as smoothly as possible, without specifying the reasons, the managers carried out a number of measures to dismantle the non-core divisions from the staff, reorganized the inefficient matrix organizational structure of the company in accordance with the world best practices, optimized the legal structure, cleaned out negative reviews from the Internet and raised the company’s website to the top in search engines, carried out redecorating the main facilities, carried out an aggressive advertising campaign and increased brand awareness. As a result, the company’s sales improved considerably.
The Result
The ratio of expenses to income was improved to the level of world’s well-recognized brands. The company was successfully sold.
A large manufacturing and trading company was preparing to be sold to a foreign investor. It was necessary to demonstrate that the business was highly profitable and had a positive image.
The Solution
The Interim management team was given the task to improve the company’s performance before the deal was finalized.
Within one year, as smoothly as possible, without specifying the reasons, the managers carried out a number of measures to dismantle the non-core divisions from the staff, reorganized the inefficient matrix organizational structure of the company in accordance with the world best practices, optimized the legal structure, cleaned out negative reviews from the Internet and raised the company’s website to the top in search engines, carried out redecorating the main facilities, carried out an aggressive advertising campaign and increased brand awareness. As a result, the company’s sales improved considerably.
The Result
The ratio of expenses to income was improved to the level of world’s well-recognized brands. The company was successfully sold.
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Case 2. Restoring financial order
The Problem
A number of subsidiaries of Enterprise X, a global service provider to the oil and gas industry, were in financial turmoil. The situation was the worst with the company’s Baku (Azerbaijan) subsidiary. The Central Office had to intervene.
The Solution
An Interim manager was appointed to bring the subsidiary’s finance back in order
The Result
In a short time, the Interim manager sold the subsidiary’s fixed assets, revised the contracts and carried them out, and restored financial order in the subsidiary.
The central office appreciated the results achieved by the Interim Manager so much, that they offered him the position of CEO of the entire group of companies with 20,000 employees.
A number of subsidiaries of Enterprise X, a global service provider to the oil and gas industry, were in financial turmoil. The situation was the worst with the company’s Baku (Azerbaijan) subsidiary. The Central Office had to intervene.
The Solution
An Interim manager was appointed to bring the subsidiary’s finance back in order
The Result
In a short time, the Interim manager sold the subsidiary’s fixed assets, revised the contracts and carried them out, and restored financial order in the subsidiary.
The central office appreciated the results achieved by the Interim Manager so much, that they offered him the position of CEO of the entire group of companies with 20,000 employees.
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Case 3. Unexpected resignation of a key employee
The Problem
During the 2008 crisis, the Supply Chain Director resigned from the company just with a 2-week warning. The budget of $52,000,000, more than 7,000 vehicles and 11 large warehouse centers were left without control. About 50% of shipments of the company were international.
The Solution
Interim manager was invited to the position of Supply Chain Director. Within 10 months, he optimized the company’s team, negotiated more favorable conditions of partnership with 3PL providers, introduced quarterly tenders, and optimized distribution schemes and delivery routes.
The Result
The company’s annual expenses were reduced by $2,000,000.
During the 2008 crisis, the Supply Chain Director resigned from the company just with a 2-week warning. The budget of $52,000,000, more than 7,000 vehicles and 11 large warehouse centers were left without control. About 50% of shipments of the company were international.
The Solution
Interim manager was invited to the position of Supply Chain Director. Within 10 months, he optimized the company’s team, negotiated more favorable conditions of partnership with 3PL providers, introduced quarterly tenders, and optimized distribution schemes and delivery routes.
The Result
The company’s annual expenses were reduced by $2,000,000.
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Case 4. Attracting contracts and improving the company’s profitability
The Problem
The construction materials manufacturing company had 2 manufacturing plants that had sales departments. Both plants worked at less than 60% of their normal capacity, despite there was a high season. The company’s staff resisted change. The both plants’ production plans were outdated. The databases of plants’ customers overlapped, which means that two company’s plants were competing with each other. There were 9 competitors on the market. The company’s profit margin was around zero, so as a result the company experienced shortage of working capital.
The owner has formulated two KPIs:
1. Plant’s workload should be at least 90% of production capacity
2. Profit margin - more than 10%.
The Solution
Interim managers:
The Result
The construction materials manufacturing company had 2 manufacturing plants that had sales departments. Both plants worked at less than 60% of their normal capacity, despite there was a high season. The company’s staff resisted change. The both plants’ production plans were outdated. The databases of plants’ customers overlapped, which means that two company’s plants were competing with each other. There were 9 competitors on the market. The company’s profit margin was around zero, so as a result the company experienced shortage of working capital.
The owner has formulated two KPIs:
1. Plant’s workload should be at least 90% of production capacity
2. Profit margin - more than 10%.
The Solution
Interim managers:
- created a transparent personnel work system and an automated motivation system in 1C-8;
- optimized the number of personnel and increased its productivity;
- improved the quality of products and reduced their cost;
- built a distribution system in different countries, which allowed to load production by 90-95% and reduce seasonal dependence;
- created a predictable cash flow due to prepayment of ordered products by distributors;
- launched a barter scheme for working with state-owned enterprises and with its help repaid the current overdue receivables and did not allow their occurrence in the following periods;
- created a brand and marketing strategy in different markets;
- helped distributors to sell all products from warehouses within a month;
- changed the structure of orders, logistics, products and organized the brand management process, which allowed increasing margins.
The Result
- The management company has become a Trading House with a single sales department.
- The production load has been brought to 90-95% (taking into account the planned stops for maintenance).
- The staff is motivated to fulfill the planned targets.
- Distribution networks have been created in Belarus, Ukraine, Lithuania and Poland.
- Annual and monthly production plans are built according to distributor sales plans.
- Formed a unique brand to detach from competitors in all markets of presence.
- Regular margin was over 10%. The company has secured 100% prepayment for orders from distributors.
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Case 5. Profit 30% for a previously unprofitable business
The Problem
The American company acquired a loss-making regional business in the public services sector. The new owners were reluctant to integrate him into the parent company until he started generating stable profits.
The Solution
We have found a talented interim manager with experience in business restructuring. He became the interim manager of the company and led the business through strategic and operational changes.
He implemented a clear dashboard where data was collected and interpreted on a daily basis. This provided a clear flow of information in real time, which helped to identify problems in a timely manner and make the necessary changes. Openness and access to data increased team motivation.
The Result
For a short period of time, the company’s gross profit exceeded 30% for 4 consecutive months. This was the first period of stable profitability since the acquisition.
The American company acquired a loss-making regional business in the public services sector. The new owners were reluctant to integrate him into the parent company until he started generating stable profits.
The Solution
We have found a talented interim manager with experience in business restructuring. He became the interim manager of the company and led the business through strategic and operational changes.
He implemented a clear dashboard where data was collected and interpreted on a daily basis. This provided a clear flow of information in real time, which helped to identify problems in a timely manner and make the necessary changes. Openness and access to data increased team motivation.
The Result
For a short period of time, the company’s gross profit exceeded 30% for 4 consecutive months. This was the first period of stable profitability since the acquisition.
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Case 6. Regular flow of clients
The Problem
The company, which owns warehouses in 6 regional centers, lacked a strong function of attracting new customers and optimizing work with existing ones. In the post-crisis 2009, key tenants went bankrupt. In some warehouses, the company lost more than $ 250,000 a month.
The Solution
Interim manager, invited to the position of chief operating officer for a period of 8 months, redistributed existing clients, attracted new ones and completely reorganized operating activities.
The Result
Unprofitable warehouses became profitable. Customer focus has grown, which has led to a 50% increase in loading at all warehouses and the attraction of new customers (Henkel, Diageo, Kimberly Clark, Kika).
The company, which owns warehouses in 6 regional centers, lacked a strong function of attracting new customers and optimizing work with existing ones. In the post-crisis 2009, key tenants went bankrupt. In some warehouses, the company lost more than $ 250,000 a month.
The Solution
Interim manager, invited to the position of chief operating officer for a period of 8 months, redistributed existing clients, attracted new ones and completely reorganized operating activities.
The Result
Unprofitable warehouses became profitable. Customer focus has grown, which has led to a 50% increase in loading at all warehouses and the attraction of new customers (Henkel, Diageo, Kimberly Clark, Kika).
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Case 7. Reducing expenses
The Problem
Due to the unfavorable market situation, the company’s versatility and the matrix organizational structure, the plans of the German branch of the company were not fulfilled.
The Solution
The Interim Manager brought the necessary experience and knowledge to the company, and also helped to implement the improvement program developed by the head office.
The Result
Significant cost savings have been achieved. The German subsidiary contributes to the European business of the company. Due to the success of the interim project in Germany, a similar project was subsequently launched in the UK.
Due to the unfavorable market situation, the company’s versatility and the matrix organizational structure, the plans of the German branch of the company were not fulfilled.
The Solution
The Interim Manager brought the necessary experience and knowledge to the company, and also helped to implement the improvement program developed by the head office.
The Result
Significant cost savings have been achieved. The German subsidiary contributes to the European business of the company. Due to the success of the interim project in Germany, a similar project was subsequently launched in the UK.
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The Team
Experienced managers who are experts is the modern methods of business optimization (SCRUM, Lean, TOC)
The Board
Oleg Afanasyev
Nikolay Inyakhin
Gnat KovalSergey Koba
Elena Baskakova
Natalya Vygovskaya
Stanislav Zagursky
Our Partners
- Investment funds
- Legal companies
- Recruitment Agencies
- Contractors who increase efficiency of business organizations
Questions and Answers
An Interim manager is a temporary manager who under an agreement with the Owner, implements specific management tasks according to the specified time-frame.
When the goals set by the Owner are achieved, the Interim manager leaves a well-functioning and enhanced system and a team able to continue to work independently.
When the goals set by the Owner are achieved, the Interim manager leaves a well-functioning and enhanced system and a team able to continue to work independently.
The first Interim managers were used in 1970s in Holland.
In those days, Interim management really performed only one function, which is helping companies get through a crisis and saving the business from collapse.
Over time, this service began to become more widespread and is currently perceived as external assistance to a company that is doing well, but needs to be better developed.
In the West, Interim management is now used by 88 out of 100 Top-performing companies (Fortune 100).
Now in the UK alone there are about 15 thousand temporary managers, and their number has increased 7 fold since 2012.
In those days, Interim management really performed only one function, which is helping companies get through a crisis and saving the business from collapse.
Over time, this service began to become more widespread and is currently perceived as external assistance to a company that is doing well, but needs to be better developed.
In the West, Interim management is now used by 88 out of 100 Top-performing companies (Fortune 100).
Now in the UK alone there are about 15 thousand temporary managers, and their number has increased 7 fold since 2012.
- Run Change-management Projects
- Temporary substitute for a missing top manager
- Strengthening weak areas in the company’s management system
- Business optimization to improve its cost-effectiveness
- Crisis management
- Presale Asset preparation
- Liquidation or termination of the company
Full Interim – a team of experts, led by a Strategist, that is temporary approved to work in key positions of the company, and works on enhancing the business model of the company and the business.
Partial Interim – an IBA expert enters the company on a temporary basis to carry out development projects as part of the missing modules of the 9x9 Management System.
Functional Interim – a functional expert enters the company on a temporary basis to enhance the effectiveness of a particular function in the company’s management system.
Educational Interim – the Owner engages IBA experts to train his top managers in change management procedures and techniques based on the 9x9 Management System methodology.
Partial Interim – an IBA expert enters the company on a temporary basis to carry out development projects as part of the missing modules of the 9x9 Management System.
Functional Interim – a functional expert enters the company on a temporary basis to enhance the effectiveness of a particular function in the company’s management system.
Educational Interim – the Owner engages IBA experts to train his top managers in change management procedures and techniques based on the 9x9 Management System methodology.
“9x9 Management System” is a model for building an effective self-governing organization that takes into account a few stages of developing a business. The main modules of the program are the following set of organizational technologies created by members of the association and agreed with partners from investment funds:
- Business development strategy
- Organizational design
- Personnel management
- Managing by results
- Cost-effectiveness management
- Business development project management
- Corporate culture management
- Personal development management
- Identifying and patching over the weak areas in the company’s management system.
1. Diagnostics
2. Development program
3. Pre-investment training
4. Attracting investment
5. Withdrawal of the asset at peak value
6. Sale of an asset or its share.
2. Development program
3. Pre-investment training
4. Attracting investment
5. Withdrawal of the asset at peak value
6. Sale of an asset or its share.
1. Business development strategy
2. Organizational design
3. HR management
4. Management by results
5. Management of cost-effectiveness
6. Business development project management
7. Corporate culture management
8. Personal development management
9. Identifying and patching over the weak areas of the company’s management system.
2. Organizational design
3. HR management
4. Management by results
5. Management of cost-effectiveness
6. Business development project management
7. Corporate culture management
8. Personal development management
9. Identifying and patching over the weak areas of the company’s management system.
1. The mission of the company is accepted by the manages and approved in writing
2. The values of the company are being implemented
3. The vision of the future is approved
4. The major goals for the 5-year cycle and the Strategy for their achievement are approved
5. The goal and plan of the current year are approved
6. SWOT–Analysis of the company's readiness to achieve the goals of the current year is approved
7. The organizational development program for the current year is approved
8. The budget for organizational development for the current year has been drawn up and approved
9. The Strategic Committee is approved and works according with the approved schedule.
2. The values of the company are being implemented
3. The vision of the future is approved
4. The major goals for the 5-year cycle and the Strategy for their achievement are approved
5. The goal and plan of the current year are approved
6. SWOT–Analysis of the company's readiness to achieve the goals of the current year is approved
7. The organizational development program for the current year is approved
8. The budget for organizational development for the current year has been drawn up and approved
9. The Strategic Committee is approved and works according with the approved schedule.
1. The business model is clear to all company’s leaders at all levels.
2. Business processes are simulated and approved.
3. Organizational and functional structures are approved.
4. The Balanced Scorecard or KPI system of the company is approved.
5. Management, financial and accounting systems work.
6. The Information-flow System of the company meets the requirements and works efficiently.
7. Job Descriptions that include specified KPIs are approved.
8. All Salary Projects are based on meeting the employees their KPIs.
9. Employees regularly present their goals, plans and the results to their managers.
2. Business processes are simulated and approved.
3. Organizational and functional structures are approved.
4. The Balanced Scorecard or KPI system of the company is approved.
5. Management, financial and accounting systems work.
6. The Information-flow System of the company meets the requirements and works efficiently.
7. Job Descriptions that include specified KPIs are approved.
8. All Salary Projects are based on meeting the employees their KPIs.
9. Employees regularly present their goals, plans and the results to their managers.
1. Provisions for all the departments and divisions are finalized and approved.
2. All employees perform their duties in accordance with their KPIs.
3. Each employee has his or her approved personal development plan.
4. All employees are trained and follow the company’s standards.
5. Professional staff is selected within the budget.
6. New employees are trained to perform their duties
in accordance with the company’s standards (CA, KPI, IDO).
7. New employees are accepted by the company’s team and feel as a part of the team.
8. Each employee meets with his or her boss monthly to analyze
the compliance of their performance with the company’s values.
9. Employees of the company are aligned with the company’s values.
Based on the analysis, all employees are loyal to the company.
2. All employees perform their duties in accordance with their KPIs.
3. Each employee has his or her approved personal development plan.
4. All employees are trained and follow the company’s standards.
5. Professional staff is selected within the budget.
6. New employees are trained to perform their duties
in accordance with the company’s standards (CA, KPI, IDO).
7. New employees are accepted by the company’s team and feel as a part of the team.
8. Each employee meets with his or her boss monthly to analyze
the compliance of their performance with the company’s values.
9. Employees of the company are aligned with the company’s values.
Based on the analysis, all employees are loyal to the company.
1. Accounting and analytical programs are user-friendly for the users.
2. Every employee correctly and timely enters the data into accounting systems.
3. Managers use the data to make their decisions.
4. Each manager sets clear goals and objectives for their subordinates.
5. Each manager involves the key employees in the planning process.
6. Each manager has all necessary data for monitoring performance of their teams.
7. Each manager evaluates the monthly results of the team, and the progress towards the goals.
8. Each manager has easy access to the minutes of all the meetings.
9. The best performing employees get rewarded, and the average performers get coached.
2. Every employee correctly and timely enters the data into accounting systems.
3. Managers use the data to make their decisions.
4. Each manager sets clear goals and objectives for their subordinates.
5. Each manager involves the key employees in the planning process.
6. Each manager has all necessary data for monitoring performance of their teams.
7. Each manager evaluates the monthly results of the team, and the progress towards the goals.
8. Each manager has easy access to the minutes of all the meetings.
9. The best performing employees get rewarded, and the average performers get coached.
1. The company has an automated business model.
2. The general budgeting system for the company based on the selected economic scenario
has been introduced.
3. The budgeting system is implemented at the level of each unit.
4. The procedure of monthly planning of actions to reduce costs and increase labor productivity
of each division of the company has been introduced.
5. The schedule of changes in the dynamics of the net profit indicator per one man-hour
is built over the past year by months. Control is regular.
6. The first proposals on reducing the costs of units without losing
the specified quality parameters were received.
7. The divisions compiled lists of decisions to reduce costs and increase staff productivity.
8. The first list of core innovations and know-how has been received.
9. The business process of introducing innovations has been successfully adapted
in the implementation of the first implementation project.
2. The general budgeting system for the company based on the selected economic scenario
has been introduced.
3. The budgeting system is implemented at the level of each unit.
4. The procedure of monthly planning of actions to reduce costs and increase labor productivity
of each division of the company has been introduced.
5. The schedule of changes in the dynamics of the net profit indicator per one man-hour
is built over the past year by months. Control is regular.
6. The first proposals on reducing the costs of units without losing
the specified quality parameters were received.
7. The divisions compiled lists of decisions to reduce costs and increase staff productivity.
8. The first list of core innovations and know-how has been received.
9. The business process of introducing innovations has been successfully adapted
in the implementation of the first implementation project.
1. The Regulation on the Project Office is developed and approved.
2. Software for effective project management has been acquired and is ready to work.
3. A professional basis for effective project management has been created.
4. Top managers delegated to their deputies the operational management of units
to free up time for work in projects.
5. A list of key projects has been compiled and approved.
6. Project leaders approved.
7. Project passports approved.
8. The schedule for the planned launch and monitoring of projects has been approved.
9. Based on the results of completed projects, management decisions are drawn up.
2. Software for effective project management has been acquired and is ready to work.
3. A professional basis for effective project management has been created.
4. Top managers delegated to their deputies the operational management of units
to free up time for work in projects.
5. A list of key projects has been compiled and approved.
6. Project leaders approved.
7. Project passports approved.
8. The schedule for the planned launch and monitoring of projects has been approved.
9. Based on the results of completed projects, management decisions are drawn up.
1. The existing team of top managers has proven its ability to 100% achieve
the specific goal of the company.
2. The list of principles for effective interaction is compiled.
3. The List of Corporate Culture Values is defined.
4. A plan of explanatory presentations of Corporate values has been completed.
5. Posters with values are posted on the walls of key company divisions.
6. The schedule for individual interviews is approved and accepted for execution by the leaders.
7. A newsletter for managers “Analysis of the encouragement of subordinates
for the observance of company values” is issued.
8. Individual lists for improving the personal behavior of managers are compiled.
9. The best employees received well-deserved recognition of their colleagues
for observing the company's Values.
the specific goal of the company.
2. The list of principles for effective interaction is compiled.
3. The List of Corporate Culture Values is defined.
4. A plan of explanatory presentations of Corporate values has been completed.
5. Posters with values are posted on the walls of key company divisions.
6. The schedule for individual interviews is approved and accepted for execution by the leaders.
7. A newsletter for managers “Analysis of the encouragement of subordinates
for the observance of company values” is issued.
8. Individual lists for improving the personal behavior of managers are compiled.
9. The best employees received well-deserved recognition of their colleagues
for observing the company's Values.
1. A single form of the employee’s personal development plan has been approved.
2. The Regulations on the personnel reserve were approved.
3. The Regulation on the work of a corporate university was approved.
4. Each employee is aware of the possibility of vertical and horizontal career growth in the company.
5. A consolidated plan for the personal and career development of all company employees
has been created and approved for a year.
6. The process of external and internal training of personnel is described
and systematized as a business process.
7. The implementation of the Personal Development Plans for employees based on the results of the period
ended with the Consolidated Report on the company “Results of Personal Development of Employees”.
8. Plans for horizontal and vertical rotation of personnel by units were approved.
9. The consolidated Plan of horizontal and vertical staff rotation for the company was approved.
2. The Regulations on the personnel reserve were approved.
3. The Regulation on the work of a corporate university was approved.
4. Each employee is aware of the possibility of vertical and horizontal career growth in the company.
5. A consolidated plan for the personal and career development of all company employees
has been created and approved for a year.
6. The process of external and internal training of personnel is described
and systematized as a business process.
7. The implementation of the Personal Development Plans for employees based on the results of the period
ended with the Consolidated Report on the company “Results of Personal Development of Employees”.
8. Plans for horizontal and vertical rotation of personnel by units were approved.
9. The consolidated Plan of horizontal and vertical staff rotation for the company was approved.
1. A list of critical control points of the company’s management system has been compiled.
2. The interface for daily monitoring of key indicators is launched.
3. The system of collection and automatic analysis of information on key indicators is working.
4. The list of bottlenecks in the management system is compiled.
5. A list of solutions to problems that reduce the effectiveness of company management is compiled.
6. Decisions to improve the effectiveness of the management system were implemented "on time."
7. Based on the results of the analysis of the effectiveness of the implemented solutions, the Report
“Results of the project to improve the efficiency of the company management system”
was generated and approved.
8. A catalog of gaps and solutions has been created.
9. The catalog of gaps and solutions is replenished with new cases.
2. The interface for daily monitoring of key indicators is launched.
3. The system of collection and automatic analysis of information on key indicators is working.
4. The list of bottlenecks in the management system is compiled.
5. A list of solutions to problems that reduce the effectiveness of company management is compiled.
6. Decisions to improve the effectiveness of the management system were implemented "on time."
7. Based on the results of the analysis of the effectiveness of the implemented solutions, the Report
“Results of the project to improve the efficiency of the company management system”
was generated and approved.
8. A catalog of gaps and solutions has been created.
9. The catalog of gaps and solutions is replenished with new cases.
We cannot name specific cases of our clients, as we have signed an NDA (non-disclosure agreement) with them. However, we are ready to show you how Interim management works on cases that are publicly available without company names, so that it is easier for you to understand? how interim work in different countries and what results are achieved.
1. Go to the test page for diagnostics
2. Answer anonymously to the questions of Robot Analytics in the survey “9x9 Management System”.
3. At the end of the survey, look at the chart and identify the “weak” and “strengths”
of your managerial model.
4. If this is enough for you, then you can stop further communication with the Robot.
5. If you want to receive a more detailed report with an Organizational Change Plan,
which will be generated automatically based on your specific situation,
please fill out the Registration Form so that we can send you this document by mail.
6. After receiving your Organizational Change Plan, you can contact us to discuss issues
in which our expertise may be useful.
2. Answer anonymously to the questions of Robot Analytics in the survey “9x9 Management System”.
3. At the end of the survey, look at the chart and identify the “weak” and “strengths”
of your managerial model.
4. If this is enough for you, then you can stop further communication with the Robot.
5. If you want to receive a more detailed report with an Organizational Change Plan,
which will be generated automatically based on your specific situation,
please fill out the Registration Form so that we can send you this document by mail.
6. After receiving your Organizational Change Plan, you can contact us to discuss issues
in which our expertise may be useful.
The projects are carried out by a team of experts, interim managers and investors specially selected for your particular case, who will help you improve your business asset to increase its investment attractiveness.
The owner of the company becomes part of a team of experts, interim managers and investors for the duration of the project and is actively involved in the process of increasing the efficiency of his company.
The owner controls the progress of the project in his smart-phone through a specially downloaded application. Each solved task from the Plan of Organizational Changes rings on his device after moving it to the “Done” pool. Thus, you can observe the movement of the project in real time.
This usually happens as follows.
1. We work on a pre-agreed result of changes in your company.
2. Our main income is a share of the value of the added economic effect, which we affirm
with you before the start of our cooperation and are officially fixed in the Agreement.
3. After that, the team of Interim managers enters the company and is paid by you on the basis of
staffing table of your company, provided for the positions they enter on a temporary basis.
4. After the end of the project, we evaluate with you the level of achievement of the agreed goal.
5. If the goal is achieved, then you pay us the agreed share of the value of the added result.
6. If the goal is not achieved, then we reward in the form of a share of the fin. We do not get the result.
1. We work on a pre-agreed result of changes in your company.
2. Our main income is a share of the value of the added economic effect, which we affirm
with you before the start of our cooperation and are officially fixed in the Agreement.
3. After that, the team of Interim managers enters the company and is paid by you on the basis of
staffing table of your company, provided for the positions they enter on a temporary basis.
4. After the end of the project, we evaluate with you the level of achievement of the agreed goal.
5. If the goal is achieved, then you pay us the agreed share of the value of the added result.
6. If the goal is not achieved, then we reward in the form of a share of the fin. We do not get the result.
Investment funds are our partners.
And, since they are looking for attractive assets for themselves, we help to find them and prepare them for investments. After we complete our work, investment funds communicate with the Owners directly to conclude mutually beneficial transactions with them.
And, since they are looking for attractive assets for themselves, we help to find them and prepare them for investments. After we complete our work, investment funds communicate with the Owners directly to conclude mutually beneficial transactions with them.
We take into account the specifics of the industry by involving the best industry or functional experts in the team of Interim projects who have proved the right to be such with their past achievements.
In a direct way.
1. First, we determine the methodology for classifying the stages of development of a company,
understandable and accepted by the Owner and potential investors.
2. Then, we conduct an examination and determine at what specific stage of its development
the company is and what issues to improve its business model need to be addressed.
3. These issues form the basis of the future Organizational Change Plan.
1. First, we determine the methodology for classifying the stages of development of a company,
understandable and accepted by the Owner and potential investors.
2. Then, we conduct an examination and determine at what specific stage of its development
the company is and what issues to improve its business model need to be addressed.
3. These issues form the basis of the future Organizational Change Plan.
We involve them in draft changes, make them the authors of these changes.
If one of them is resisting too long and stubbornly, then the Owner decides what to do with them.
In case of emergency, we find a replacement for those who oppose any changes.
If one of them is resisting too long and stubbornly, then the Owner decides what to do with them.
In case of emergency, we find a replacement for those who oppose any changes.
1. To study the Regulation on IBA.
2. Make a decision on the desire to become a member of the association.
3. Fill out the IBA Membership Candidate Profile.
4. Determine for yourself the desired type of membership.
5. Receive a written Recommendation from one or more IBA Members.
6. Write your IBA Membership Application addressed to the Chairman of the IBA Board.
7. Submit your Application to the Board IBA.
8. Get a Board IBA Solution.
9. Pay an annual membership fee.
10. Obtain IBA Member Business Cards to act on her behalf in negotiations with counterparties,
potential and existing partners.
11. Take an active part in the work of one or more IBA working groups.
2. Make a decision on the desire to become a member of the association.
3. Fill out the IBA Membership Candidate Profile.
4. Determine for yourself the desired type of membership.
5. Receive a written Recommendation from one or more IBA Members.
6. Write your IBA Membership Application addressed to the Chairman of the IBA Board.
7. Submit your Application to the Board IBA.
8. Get a Board IBA Solution.
9. Pay an annual membership fee.
10. Obtain IBA Member Business Cards to act on her behalf in negotiations with counterparties,
potential and existing partners.
11. Take an active part in the work of one or more IBA working groups.
1. To study the Regulation on IBA.
2. Make a decision about the desire to become an Association Partner.
3. Fill out an IBA Affiliate Profile.
4. Receive a written Recommendation from one or more IBA Members.
5. Write a statement on the entry of your company as a Corporate Member of the association
to the Chairman of the Board IBA.
6. Submit your Application to the Board IBA.
7. Get a Board IBA Solution.
8. Pay the annual membership fee of the Association Partner.
9. Obtain an IBA Partner Certificate in order to act on its behalf in negotiations with contractors,
potential and existing partners, as well as participate in IBA promotion programs.
10. Develop and approve a joint action plan of your company with Board IBA.
11. Proceed with the implementation of the Plan.
2. Make a decision about the desire to become an Association Partner.
3. Fill out an IBA Affiliate Profile.
4. Receive a written Recommendation from one or more IBA Members.
5. Write a statement on the entry of your company as a Corporate Member of the association
to the Chairman of the Board IBA.
6. Submit your Application to the Board IBA.
7. Get a Board IBA Solution.
8. Pay the annual membership fee of the Association Partner.
9. Obtain an IBA Partner Certificate in order to act on its behalf in negotiations with contractors,
potential and existing partners, as well as participate in IBA promotion programs.
10. Develop and approve a joint action plan of your company with Board IBA.
11. Proceed with the implementation of the Plan.
1. Pass Diagnostics using the 9x9 Management System methodology.
2. Fill out the Registration Form to receive the "Organizational Development Plan" in your inbox.
3. Get an Organizational Development Program.
4. Contact our expert to form a project for organizational changes with the participation of our specialists.
5. Sign the Agreement with the IBA partner company.
6. Implement a project to increase the investment attractiveness of the company as an asset.
7. Negotiate with Investment Funds - IBA partners in order to receive investments or sell an asset.
8. Make a deal with the Investment Fund for the sale of an asset or share in the company.
2. Fill out the Registration Form to receive the "Organizational Development Plan" in your inbox.
3. Get an Organizational Development Program.
4. Contact our expert to form a project for organizational changes with the participation of our specialists.
5. Sign the Agreement with the IBA partner company.
6. Implement a project to increase the investment attractiveness of the company as an asset.
7. Negotiate with Investment Funds - IBA partners in order to receive investments or sell an asset.
8. Make a deal with the Investment Fund for the sale of an asset or share in the company.
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Contacts
New York, USA
Warsaw, Poland
Kyiv, Ukraine
Minsk, Belarus
