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Why successful restructurings start with clarity, prioritisation and trust rather than action for action’s sake. Crises create pressure. Pressure on banks. Shareholders. Management teams. And, above all, on the people within the organisation. When a Chief Restructuring Officer (CRO) or Interim Manager joins a company, expectations are usually clear: act quickly and deliver visible results.

Many companies bring in an interim manager when they need someone to step in and “take care of things.” That may sound like relief. But someone who only maintains the status quo rarely creates real momentum. Especially in critical situations, during transformations or strategic shifts, the task is not routine. It is leadership, direction and

A conversation with Andreas Lau on structural change and responsibility in interim management Change is no longer an exceptional situation in interim management. It has become the foundation of the work itself. At the same time, the industry is evolving structurally. Consolidations, platform models, investor participation and rising quality standards are reshaping the market. It

The beginning of a year often sharpens things. Expectations meet reality, plans meet uncertainty, intentions meet conditions that cannot simply be ignored. This year does not start easily either. Economic pressure, political fractures and a noticeable sense of fatigue shape many conversations. Pretending otherwise would be dishonest. At the same time, the key question is

Two days. More than four hundred participants. And many honest conversations. The DDIM.kongress 2025 in Düsseldorf showed once again how much experience and perspective lies within the interim community. Many of these conversations touched on one question in particular:How is the interim market perceived at the moment. To carry this exchange beyond the congress, we