Articles

Interim management: a guide to management for hire in Norway

Agile Gruppen — Wed, 01 Jul 2026 13:00:12 GMT

When a senior executive leaves overnight, when a transformation has to be delivered quickly, or when growth outpaces the organisation – you do not have months to recruit. Interim management puts an experienced leader in the chair in days, not months. This guide explains what interim management is, when it pays off, which roles you can bring in and – in concrete terms – what it costs in the Norwegian market.

Writing a CV that AI reads – and that still convinces people

hilde.lekven@agileinterim.no (Hilde Lekven) — Thu, 25 Jun 2026 11:07:01 GMT

A year ago, the advice was simple: keep your CV to two pages at most. Today, that advice is outdated. The reason is that the first thing to read your CV is rarely a person – it is a machine. Here is what has actually changed in executive recruitment, how we at Agile Interim use artificial intelligence throughout the process, and how to design your CV so that it is read correctly by both AI and the client.

Interim management and executive search under one roof

hilde.lekven@agileinterim.no (Hilde Lekven) — Thu, 25 Jun 2026 10:16:27 GMT

Most businesses that lose a senior executive face two different problems at once. Who will steer the ship in the meantime, and who will lead it from here on? The first calls for an interim leader who can step in immediately. The second calls for a thorough executive search process that takes time. All too often, the two are handled by different providers who do not talk to each other – and the business pays the price in lost momentum and broken transitions.

Why 2026 will be the year of pragmatic leadership – not visions

hilde.lekven@agileinterim.no (Hilde Lekven) — Thu, 22 Jan 2026 08:00:00 GMT

In brief

Pragmatic leadership in 2026 is about execution, decisiveness and a clear mandate – not grand visions. In a more unpredictable market, boards and owners prioritise leaders who can handle temporary situations, make quick decisions and use both interim management and permanent recruitment strategically.

Leadership vacuum: the hidden risk boards often underestimate

hilde.lekven@agileinterim.no (Hilde Lekven) — Mon, 19 Jan 2026 11:34:38 GMT

A leadership vacuum arises more often than many boards think

A leadership vacuum is not necessarily about a leadership position standing empty. In practice, it arises when the business lacks clear decision-making power, direction or mandate – even though the roles are formally filled.

For the board, this represents a significant but often underestimated risk. Many organisations appear to carry on as normal, but without any real control. Over time, this can have consequences for value creation, pace and internal culture.

Typical situations in which a leadership vacuum arises:

Between an outgoing and a new CEO
When someone in the management team leaves suddenly
During mergers, acquisitions or changes of ownership
When a leader is in place, but without a clear mandate or the capacity to lead

What is a leadership vacuum – in practice?

A leadership vacuum is characterised by an absence of real control, not necessarily an absence of people. It arises when:

decisions are postponed
responsibility becomes fragmented
priorities become unclear

In such situations, power often shifts informally downwards or sideways in the organisation. Middle managers and specialists make decisions they are not equipped to make, or choose to wait. The result is a slower pace and greater risk.

This is challenging for the board, because the vacuum is rarely reported explicitly – it is only noticed once the consequences become visible.

How long can a leadership vacuum last before value is lost?

A common mistake is to underestimate the time dimension. Many boards assume that a temporary vacuum is manageable for a few months. Experience shows otherwise.

After as little as 6–8 weeks without clear leadership, you often see:

strategic decisions being postponed
a weaker ability to deliver
growing internal uncertainty

After 3–6 months, the consequences can become structural:

loss of key expertise
weakened trust in management
a slower pace of change

A leadership vacuum is therefore not a neutral state. It is an active risk phase.

The consequences boards rarely measure

Most boards monitor key financial and operational figures. The effects of a leadership vacuum are far harder to quantify – and therefore easier to overlook.

Common consequences include:

reluctance to make decisions and a culture of consensus
competing priorities within the organisation
informal power structures
an increased burden on individuals

Over time, this can weaken both performance and culture. For owners, it can also affect how attractive the company is in the capital markets.

The board’s legal and strategic responsibility in a leadership vacuum

The board has a clear responsibility for the sound organisation and management of the business. This includes ensuring that the company has real leadership capacity at all times.

A leadership vacuum can put pressure on:

the board’s duty of supervision
its responsibility for risk management
long-term preservation of value

This does not mean that the board should step into day-to-day operations, but that it must take action when leadership capacity is insufficient.

Common mistakes boards make when the leadership role becomes temporary

When faced with a leadership vacuum, recurring patterns often emerge:

‘We’ll share out the responsibility for the time being’
→ often leads to confusion and internal friction
‘This will only last a short while’
→ recruitment often takes longer than planned
‘HR will follow up’
→ HR can support, but cannot replace operational leadership

These solutions may work in the very short term, but they rarely address the core problem: a lack of decision-making power.

Interim management as a risk-reducing measure

In many situations, boards choose to use interim management as a deliberate tool to ensure continuity.

An interim manager is characterised by:

a fast start
a clear mandate
experience of transition and change situations

Interim management is often used:

after sudden leadership departures
during transformation or restructuring
as a bridge between two permanent leaders

This makes interim management an effective way to reduce risk in critical phases.

Interim management is not a substitute for permanent leadership

It is important to distinguish between a temporary and a permanent need. Interim management does not replace long-term leadership, but creates room for manoeuvre.

By securing stable leadership during transition phases, the board can:

carry out a more thorough permanent recruitment
reduce the number of bad hires
ensure continuity in strategy and operations

This is a sign of professional governance – not a stopgap.

Interim or permanent recruitment – when is each right?

A key question for many boards is which solution to choose. The answer depends on the situation.

Interim management is suitable when pace, uncertainty or complexity is high
Permanent recruitment is right when the business is ready for long-term anchoring and continuity

The most mature businesses use both tools – at the right time.

The board’s responsibility: continuity of leadership

The board’s most important responsibility is to ensure that the business has, at all times:

clear leadership
decision-making power
momentum

Ignoring a leadership vacuum can be costly. Dealing with it early is good ownership governance and good business management.

Frequently asked questions about leadership vacuums and interim management

What is meant by a leadership vacuum?

A leadership vacuum arises when the business lacks real decision-making power and clear leadership, even though leadership roles are formally filled. It can be caused by temporary arrangements, an unclear mandate or a lack of capacity in the leadership role.

Why is a leadership vacuum a risk for the board?

Because it can lead to delayed decisions, informal power structures and a reduced ability to deliver. Over time, this can affect value creation, organisational culture and the board’s responsibility for sound governance.

How long can a leadership vacuum last before it becomes critical?

Experience shows that consequences often appear after as little as 6–8 weeks. After 3–6 months, a leadership vacuum can lead to structural problems such as the loss of key expertise and weakened trust within the organisation.

When should the board consider interim management?

The board should consider interim management when:

a leader leaves abruptly
the business is going through transformation or uncertainty
recruiting a permanent leader will take time
there is a need for fast decision-making

Interim management is then used as a temporary, risk-reducing measure.

What is the difference between an interim manager and a permanent leader?

An interim manager is engaged for a limited period with a clear mandate, often during a transition or change phase. A permanent leader is appointed for long-term leadership, culture building and continuity. Both roles are important – but at different times.

Is interim management a substitute for permanent recruitment?

No. Interim management does not replace permanent recruitment, but it can ensure stability and progress while the board carries out a thorough and sound recruitment process.

Which roles are most commonly used in interim management?

The most commonly used interim roles are:

interim managing director (CEO)
interim CFO
interim COO
interim CHRO

These roles are often used in periods of change, growth or increased complexity.

How does interim management reduce the risk of bad hires?

By securing stable leadership during the transition phase, the board has more time to define the needs, mandate and profile for the permanent appointment. This reduces the risk of hasty or wrong decisions.

How does interim management fit into a full-service firm?

In a full-service firm, interim management, permanent recruitment and advisory services are seen as complementary tools. The aim is to choose the right solution based on the situation of the business – not to favour one model.

How to succeed as an interim manager: a complete guide

hilde.lekven@agileinterim.no (Hilde Lekven) — Wed, 07 Jan 2026 14:35:27 GMT

Interim management (also known as management for hire, temporary leadership or interim executive work) has become a strategic tool for businesses that need to handle change, growth, crises or a sudden loss of leadership – quickly and effectively.

Interim management 2025: trends, growth and new leader profiles

hilde.lekven@agileinterim.no (Hilde Lekven) — Tue, 30 Dec 2025 11:41:23 GMT

What characterises interim management in 2025?

In 2025, interim management has evolved from a temporary stopgap into a strategic leadership choice for Norwegian businesses. More and more companies use interim managers when the pace is high, the risk is significant and the performance requirements are clear.

Ingelin Drøpping: winner of Styrekvinnen 2024

Agile Gruppen — Thu, 27 Nov 2025 18:02:13 GMT

The board as a value-creating sounding board – Ingelin Drøpping’s experience and advice.

Read the interview with the winner of Styrekvinnen 2024, Ingelin Drøpping.

Stine Saatvedt: winner of Future Board Woman of the Year 2024

Agile Gruppen — Thu, 27 Nov 2025 17:56:19 GMT

Technology, board work and diversity – the key to the leadership of the future

Read the interview with Stine Saatvedt, who was named Future Board Woman of the Year 2024.

Interim CEO – setting direction in crisis and growth

hilde.lekven@agileinterim.no (Hilde Lekven) — Thu, 28 Aug 2025 09:02:27 GMT

In brief:
An interim CEO is an experienced, temporary senior executive who quickly takes charge in a crisis, a period of change or a growth phase. The role combines strategic leadership with operational execution, and gives businesses clear direction, pace and stability when they need it most.

When a business faces sudden change, a leadership departure, a merger or a transformation, an interim CEO can be the difference between control and chaos. Interim management gives the organisation a safe pair of hands at the wheel – exactly when it is needed most.

Interim management FAQ: everything you need to know in Norway

hilde.lekven@agileinterim.no (Hilde Lekven) — Mon, 11 Aug 2025 09:55:33 GMT

Wondering what interim management actually means? When do you need an interim manager? And how do you find an interim CEO? We have gathered the answers to the most common questions businesses ask about management for hire and temporary leadership.

Interim CEO – a key leader in transition and transformation

hilde.lekven@agileinterim.no (Hilde Lekven) — Wed, 28 May 2025 06:00:00 GMT

When a business is in the middle of change, a crisis or a sudden leadership departure, an interim CEO can be the difference between stagnation and progress.