improvement and interim management
From analysis to execution — until it works
Where insight leads to direction, we guide the execution. Not through reports, but through active leadership. We stand alongside the team — or take the helm ourselves — until behavior, structure, and culture are aligned.
THE PROBLEM
Reports that disappear into desk drawers
Organizations invest millions in strategic analyses, change plans, and advisory reports. The presentation is convincing. Management nods in agreement. And then? Nothing changes.
The problem rarely lies in the analysis. It's in the translation to daily behavior. There's a gap between the boardroom and the workplace that no PowerPoint can bridge. What's needed is someone to make the translation — not on paper, but in practice. Present, approachable, and ready to push through.
Behavior
Making leadership visible. Breaking patterns. From a blame culture to ownership. We work directly with the people who need to make the difference — not through their managers.
Structure
Clarifying governance. Assigning responsibilities. Simplifying processes until they are workable. Structure is not bureaucracy — it is the backbone of execution.
Culture
Making the unwritten rules visible. What is rewarded? What is avoided? What behavior is tolerated that undermines the strategy? Changing culture starts with naming it.
APPROACH
Two forms, one philosophy
Interim management
We temporarily take on a leadership position — as an executive, director, or program manager. Not an advisor on the sidelines, but someone who takes responsibility, makes decisions, and is accountable for results. Typical situations: executive vacancies, post-merger integration, reorganizations, or organizations that are stuck and need a fresh perspective with a mandate.
Improvement management
We stand alongside the existing management and guide the change from within. Not as a distant coach, but as a sparring partner who also rolls up their sleeves. Typical situations: cultural change after an acquisition, implementation of new practices, teams stuck in patterns, or governance that looks good on paper but doesn't work in practice.
FIELDS OF WORK
Healthcare procurement — Guidance of procurement processes at health insurers, from strategy to execution. Medical specialist care, district nursing, mental health care.
Governance — Clarifying governance structures, anchoring responsibilities, ensuring compliance without bureaucracy.
Organizational development — Helping teams and departments grow from operational to strategic, from reactive to proactive.
Post-merger integration — Guiding the cultural and operational merger after an acquisition. Where ICDD stops, we begin.
PROFILE
Legal, business, behavioral psychology
Our interim managers combine an unusual mix of disciplines. Legal acumen for governance and contract issues. Business analysis for structure and process optimization. And behavioral psychological insight for the human side of change. Not generalists who know a little about everything. Specialists who operate at the intersection of law, business, and behavior — precisely where complexity is greatest.