So you want to be an interim manager in pharma

Abstract

PurposeThe purpose of this paper is to outline what it takes to be a successful interim manager in today's pharmaceutical industry, based on the experiences of two people currently in the role.Design/methodology/approachThe paper explains when it is and is not appropriate to employ an interim manager, and details the main advantages and disadvantages from the points of view of both the company and interim manager involved.FindingsThe paper describes the main challenges as: working across a range of time zones; traveling between countries; juggling different and demanding clients; recognizing that one has been brought in to solve a specific problem, not to become a permanent employee; guiding without interfering; managing client expectations; and coping with down‐time when the contract finishes.Practical implicationsThe paper demonstrates how interns may help companies to solve a particular problem quickly and easily.Social implicationsThe paper explains that, when companies are feeling the pinch and may have frozen their recruitment of permanent employees, interims offer immediate support and expertise but are dispensable.Originality/valueThe paper contains much to interest companies thinking of taking on an interim and individuals considering interim management as a career.