In the public sector, successful project execution hinges on one critical factor: stakeholder management. Unlike the private sector, where stakeholders might be more predictable and unified, public-sector projects must navigate a web of individuals, groups, and organisations—each with its own set of expectations and interests. From government agencies and regulatory bodies to local communities and advocacy groups, these stakeholders play a pivotal role in shaping project outcomes.

Public sector projects impact a wide spectrum of society. Whether it's a new infrastructure development, policy rollout, or a community initiative, each stakeholder has a vested interest in the project's success. However, this also introduces a challenge: how do you align these often-competing interests while maintaining transparency, accountability, and responsiveness?

In many cases, public sector projects face intense scrutiny—whether from the media, political figures, or the public itself. This scrutiny amplifies the need for effective stakeholder management, making it essential to keep communication open, transparent, and tailored to each stakeholder's needs. Furthermore, public sector projects often deal with strict regulations and compliance standards, requiring nuanced negotiations with regulatory bodies. Stakeholders need to feel heard and assured that their concerns are incorporated into the decision-making process.

The challenge here is not just in communication but in balancing competing priorities. For example, community groups may want swift action on an issue, while regulatory bodies might impose strict timelines or protocols that slow down the process. Navigating these tensions requires a deep understanding of public sector dynamics, conflict resolution skills, and the ability to foster consensus.

At Malikshaw Interim and Executive, we understand the intricacies of stakeholder management within the public sector. With years of experience, our consultants have successfully delivered tailored solutions to help public sector organisations manage their complex relationships. Malikshaw offers interim managers who possess the expertise required to address these challenges head-on.

Our interim executives have led some of the most challenging public sector projects, demonstrating a unique blend of strategic insight and hands-on expertise.

Successful stakeholder management in the public sector requires more than just communication; it requires strategic alignment with the interests of all parties involved.

Are you facing complex stakeholder dynamics in your public sector project? Contact Malikshaw Interim and Executive to find out how we can provide the right expertise to keep your projects on track and your stakeholders satisfied.

In the years leading up to 1800, the situation in the UK was dire. Harvests were failing, bread imports were blocked due to war with France, and Parliament was worried about whether there was enough food to feed everyone. But no one really knew how many people there were to feed. Estimates based on bread production, taxes, and church records were vague at best. There were fears that the population was growing faster than food production, which could lead to famine, but without reliable data, it was impossible to know for sure.

This uncertainty led to the Census Act, which became law on December 31, 1800, the day before the UK was officially formed. From then on, everyone in the country became a number.

Censuses weren’t new, though. The Babylonians had conducted one nearly 6,000 years ago. The Romans also used censuses to keep track of citizens and their property. In fact, the word “census” comes from the Latin word “censere,” which means “to estimate.”  And, of course, the Domesday Book (1086).

For centuries, censuses around the world have been conducted on paper, requiring massive national efforts to manage, analyse, and share the data. Imagine the work involved in printing, distributing, collecting, and processing millions of paper documents. It’s no surprise that data analysis was a challenge. But technology has changed the game, and many countries have shifted from paper to digital systems. Some have found the transition easier than others.

The U.S. Census Bureau, for example, tried to lead the way with digital data collection in the year 2000, making the United States one of the first countries to use an internet-based method. However, by 2010, they had scrapped the idea due to concerns about response rates, costs, and security risks.

Fast forward to the UK's Census Transformation Programme (CTP), which recently pulled off one of the most successful transformations we've seen. Despite the challenges posed by the coronavirus pandemic, the first digital-first census in the UK achieved a 97% response rate, with 89% of households responding online. These numbers far exceeded the targets, proving just how effective the transformation was.

What made this success possible? It came down to strong leadership and a clear mission. With census day set for March 21, 2021, the leaders behind the transformation laid out a detailed plan to design a digital-first census that made sure everyone could take part. They learned from the U. S’s past challenges, addressing security concerns and ensuring that the digital systems could handle the peak loads.

Interestingly, even though this was an online census, paper still played a key role. The ONS provided paper questionnaires to those who needed them while encouraging online responses where possible. They tested their approach through the census test 2017 to understand what would work best for different segments of the population.

The level of detail that went into planning the online systems was incredible. Security was a top priority, as was ensuring the systems could handle huge volumes of activity and data, especially during the peak period on that day between 10:30am and 11:30am. Indeed, the story of our modern world will be told through data and some of the data sitting behind the census can be seen here if you are interested.: [ONS Census 2021 Digital Service]

But the real story is about the people who led this transformation to success. The leadership team’s choice to use agile delivery methods, continuous integration, and microservice architecture allowed for quick and effective changes. Decisions were carefully considered, tested, and refined.

Having joined the project in early 2017, we played a small part in this transformation and saw at first hand the journey that led to this brilliant result. In those early days, we provided expertise in programme planning, risk management and business analysis and progressed quickly to a series of high energy, proactive project managers, all with the skills and experience to deliver a multi-million pound project with many internal and external stakeholders.

Our involvement spanned through early design and development stages, working with architects, designers, developers, cloud ops, automation and cybersecurity experts at all levels up to and including deputy director. As you can imagine, there was a large focus not only on system design and development but layers and layers of data, so data architects, data engineers, data scientists all came in at different points.

Beyond the technical specialists, whole teams of people were brought in to manage the accuracy of data, so desk-based resolution teams were hired, as were many more operational people including census field support supervisors and agents, clerical matchers, HQ support staff, recruitment and campaign managers. To give you just a small picture, we alone provided over 150 specialist staff to the census and the co-running Covid Infection Survey. How many others were involved? I can't really say, but in 2021 it was recorded that the ONS employed 20,565 census field staff.

The point is that this was a huge programme and no less of a big transformation experiment. To deliver this as successfully as the ONS did, needed great leadership, a clear mission communicated effectively, teams of people who knew the part they each needed to play, deadlines that could not be missed and belief that they could deliver it on time.  For a census that was about people, this was indeed all about the people. Leaders who knew how to lead, managers who knew how to manage and staff that were selected well to do the jobs they needed to do. Round pegs in round holes.

Further, there are at least two remarkable aspects to these simple observations – firstly, that the census went ahead as planned in the middle of a pandemic and secondly, that Scotland was missing.  

The difficulty in pulling this transformation off successfully was reflected in the decision of Scotland (and others, including Republic of Ireland) to defer until 2022.

The ONS had belief and have been vindicated. Hats off to them.

Come meet the Malikshaw team at our regular catch-up event, this time at the Alban's Well, St Peters Street, St Albans 16:30 - 19:30. Get to know our experienced, Transformation specialists in person whether you're hiring now or planning for organisational change soon.

Reserve Your Place

AI is transforming industries, promising enhanced efficiency, smarter decision-making, and innovative solutions. However, integrating AI into an organisation’s operations isn’t without its hurdles. As organisations consider leveraging AI, they often face several challenges that require expert guidance and a strategic approach. This is where interim managers can play a crucial role.

1. Complex Implementation

Organisations may struggle with integrating AI solutions into their current infrastructure, particularly if they lack the necessary expertise in-house. Interim managers, with their specialised knowledge and experience, can guide organisations through the technical and strategic aspects of AI implementation, ensuring a smoother transition and minimising disruptions.

2. Data Management and Quality

AI systems rely heavily on data, and organisations often face challenges related to data collection, cleansing, and management. Interim managers can help establish robust data governance practices and ensure that the data used for AI is accurate, relevant, and secure.

3. Talent Shortages

There is a high demand for AI talent, but a limited supply of skilled professionals. Interim managers can bridge this gap by bringing in the necessary expertise on a temporary basis, allowing organisations to benefit from their experience without the long-term commitment of hiring full-time staff.

4. Ethical and Regulatory Considerations

The ethical implications and regulatory requirements surrounding AI are evolving rapidly. Interim managers with experience in AI governance and ethics can provide valuable insights and help organisations develop policies and practices that align with legal and ethical standards.

5. Change Management

AI adoption often requires significant changes to organisational processes and culture. Interim managers can play a key role in managing this transition, developing and executing change management strategies that address employee concerns and foster a culture of innovation and adaptability.

At Malikshaw Interim and Executive, we understand the intricacies of AI integration and are committed to providing organisations with the interim leadership needed to succeed in this evolving landscape. Our experienced interim managers are ready to help you tackle AI challenges and drive your organisation towards a successful digital future.

For more information on how we can support your AI initiatives, feel free to reach out to us.

Digital transformation is no longer just an option—it's a necessity. Organisations of all sizes face the challenge of integrating digital technologies to stay competitive, improve operational efficiency, and meet the growing expectations of customers. However, this transformation is not without its hurdles. From legacy systems and cultural resistance to the need for new skills and perspectives, the path to digital maturity can be complex and daunting.

This is where interim managers come into play as a vital resource for organisations navigating the digital challenge. Unlike permanent executives who may be entrenched in traditional ways of thinking, interim managers bring a fresh perspective and specialized expertise that can accelerate the transformation process. They are often seasoned professionals with a track record of leading digital initiatives, making them well-equipped to address both the strategic and operational aspects of digital transformation.

One of the key advantages of interim managers is their ability to hit the ground running. They are typically brought in for a specific purpose, such as overseeing the implementation of a new digital platform, restructuring a department to be more agile, or guiding the organisation through a digital culture shift. With no long-term commitment, interim managers are focused solely on delivering results. Their objective stance allows them to make tough decisions quickly, driving change without the constraints that often slow down permanent leadership.

Moreover, interim managers can act as catalysts for internal teams. They can help bridge the gap between traditional business practices and modern digital solutions, fostering a culture of innovation and continuous improvement. By mentoring existing leaders and transferring knowledge, they ensure that the organisation is not just reacting to digital trends but proactively shaping its digital future.

In conclusion, as organisations face the pressing need to digitally transform, interim managers offer a strategic advantage. Their ability to provide expert guidance, drive rapid change, and enhance internal capabilities makes them an invaluable asset in overcoming the digital challenges of today’s business environment. By leveraging interim talent, organisations can navigate the complexities of digital transformation with agility and confidence, positioning themselves for long-term success in the digital age.

My Biography

I have recently graduated from the University of Warwick with a degree in History and Politics, Studying history has provided me with an excellent background in research and analysis, whilst my politics background has afforded me valuable communication skills with people from all walks of life. These skills have come in handy as I look to begin my career in recruitment. In my free time I still try and keep up with current affairs, read, and play football.

My Areas of Expertise

Research
Communication
Data Analysis

My Languages

English

My Interests

Reading
Football
Hiking

Line managers are at the forefront of recruitment, retention, and contract extension—three critical pillars that directly impact an organisation's performance. Here's a look at how line managers can navigate these challenges while leveraging the unique advantages of interim professionals.

Recruitment: Finding the Right Fit Quickly

For line managers, recruitment is often a race against time. Vacancies need to be filled promptly to ensure that operations continue smoothly, yet finding the right talent is no easy feat. This challenge is even more pronounced when hiring interim managers, who are expected to deliver immediate results. The pressure to identify candidates with the right mix of expertise, industry knowledge, and cultural fit can be overwhelming.

To address this, line managers must streamline the recruitment process, focusing on clear, concise job descriptions and leveraging specialized recruitment agencies like Malikshaw Interim & Executive that understand the nuances of interim roles.

Retention: Keeping Talent Engaged

Retention is a well-known challenge in line management. Keeping permanent employees motivated and engaged is critical, but with interim managers, the dynamics are different. Interim professionals typically have shorter contracts and are often highly focused on specific objectives. However, their engagement is crucial, as their performance can significantly impact the success of a project or initiative.

To retain interim managers, line managers must create an environment where they feel valued and empowered. Regular check-ins, clear communication of expectations, and recognition of their contributions can go a long way. It’s also important to integrate them into the team culture, making them feel like part of the organisation, even if their stay is temporary.

Contract Extension: Balancing Needs and Expectations

Extending contracts for interim managers presents its own set of challenges. While an interim manager may have successfully led a project, extending their contract requires careful consideration. Line managers must weigh the benefits of continuity against the potential for over-reliance on interim solutions.

When considering an extension, line managers should evaluate the interim manager's performance, the ongoing needs of the project, and the availability of internal talent to take over. Open dialogue with the interim manager about their interest in continuing and the conditions under which they would stay is essential. Balancing the organisation’s needs with the interim manager’s expectations is key to making informed decisions that benefit both parties.

Conclusion: Strategic Line Management

By adopting a strategic approach—focusing on clear recruitment processes, fostering engagement, and making informed extension decisions—line managers can effectively manage these challenges. Interim managers, when well-integrated and properly supported, can provide invaluable expertise and agility, helping organisations navigate periods of change and drive success in critical projects.

Scholars commonly credit the ancient Romans with publishing the first newspaper, Acta Diurna, or daily doings, in 59 BCE. Although no copies of this paper have survived, it is widely believed to have published chronicles of events, assemblies, births, deaths, and daily gossip.

In 1566, another ancestor of the modern newspaper appeared in Venice, Italy. These avisi, or gazettes, were handwritten and focused on politics and military conflicts.  However, the absence of printing-press technology greatly limited the circulation for both the Acta Diurna and the Venetian papers.

The game changer came when Johannes Gutenberg’s invented a movable-type press that permitted the high-quality reproduction of printed materials at a rate of nearly 4,000 pages per day, or 1,000 times more than could be done by a scribe by hand.  This innovation drove down the price of printed materials and, for the first time, made them accessible to a mass market. Overnight, the new printing press transformed the scope and reach of the newspaper, paving the way for modern-day journalism.

The first weekly newspapers to employ Gutenberg’s press emerged in 1609. German language papers, Relations: Aller Furnemmen, and Aviso Relations over Zeitung, were a success, and newspapers quickly spread throughout Central Europe. Over the next 5 years, weeklies popped up in Basel, Frankfurt, Vienna, Hamburg, Berlin, and Amsterdam. In 1621, England printed its first paper under the title Corante, or weekely newes from Italy, Germany, Hungary, Poland, Bohemia, France and the Low Countreys. By 1641, a newspaper was printed in almost every country in Europe as publication spread to France, Italy, and Spain.

But printed newspapers have been in decline for many years now. 

The newspaper industry has always been cyclical, and the industry has weathered previous troughs. Television's arrival in the 1950s began the decline of newspapers as most people's source of daily news. But the explosion of the Internet in the 1990s increased the range of media choices available to the average reader while further cutting into newspapers' dominance as the source of news.

Press baron Rupert Murdoch once described the profits flowing from his stable of newspapers as "rivers of gold", but several years later said, "sometimes rivers dry up." "Simply put", wrote The Buffalo News owner Warren Buffett, "if cable and satellite broadcasting, as well as the Internet, had come along first, newspapers as we know them probably would never have existed."

Ironically, these dilemmas facing the newspaper industry come as its product has never been more sought-after.

As the demand for news has exploded, so have consumers of the output of newspapers.

Naturally, therefore, newspapers have needed to undergo their own form of transformation to compete in the modern world.  Some are succeeding. Others not so.  Indeed, a 2023 Department for Culture, Media and Sport committee report revealed that over 300 local newspaper titles closed between 2009 and 2019, and that those who remain are having to compete with fewer resources and journalists against online news providers.

In January 2024, Jim Mullen, the boss of Reach plc who owns several national newspapers including the Daily Express and Daily Mirror as well as several local titles such as the Manchester Evening News warned that the print newspaper business could become loss-making within 5 years.

So, is anyone fighting back and winning?

Well, in spite of all those stories about failed transformations, the New York Times is certainly putting up a good fight. They have made the challenge of moving a business from legacy to digital almost look easy (put up an early paywall, launch podcasts, hire armies of the best people (one of Pulitzer-prize-worthy millennial journalists, and another of product people), and have the leadership spend every Friday afternoon on strategy). But a full digital pivot is an anomaly, and successful examples, while they have important things to teach, are far from simple.

Drawing from Tolstoy, every legacy organisation that has succeeded in a digital transformation has done it in its own way and often this is not about technology. The common theme derived from the countless interviews we ourselves have held with leading transformation practitioners is that it is the internal changes to how an organisation operates that prove critical to success. The culture, leadership, talent and the many micro changes in how people make decisions and interact on a daily basis and win Hearts and Minds.

Indeed, similarly to the New York Times, the Guardian in the UK led a digital pivot that has clearly transformed their business and their trajectory.  And much in tune with what Tolstoy mentions above about unique factors, theirs has been brought about through the use of data. An analytics tool, in fact, named Ophan.

Ophan has been credited with providing visibility of a level of data and analytics that no other newsroom was able to boast. With a dashboard that displayed to the nth degree page views, attention time, social referrers, the breakdown of readership, where they have come from, where they went to next, who were the biggest Twitter/X influencers, we could go on, Ophan became a peerless example of disruptive technology emerging from within a legacy newsroom going on to change the fabric of the entire organisation.

And, whilst this pioneering work is well known in the sector, the cultural dimensions perhaps less so.

The starting point was one person’s goal of improving the readership of articles when they moved from print to digital. But of course, like in many change projects, progress was difficult. Entrenched cultural values were blocking change – and data emerged as a solution.

The first data tool was a morning email, which was initially distributed to just four top people, out of a concern that that data insights might skew journalists away from serious subjects. It showed what worked yesterday and what didn’t.  The next step was to introduce data insights in a very limited way into the morning meeting allowing the team to build on this and push certain messages.

By this time, the data was clearly leading the organisation to understand that it needed to grow traffic.  And linking this back to the theme of this newsletter, maybe this was one of those realisation moments that print really was on its way out and that online readership had to be the future. Who really knows, but it was clear that the next step was to set up a system to review headlines before they went digital. But here was the next problem, culture didn’t allow someone to say, ‘you’re writing the wrong headline’ as it couldn’t be proved, and the very limited system providing the data insights clearly wasn’t scalable.

Within 24 hours, one of the developers had hacked up the SEO dashboard, as it was then called, which showed everything that had happened on the Guardian site in the previous 3 minutes. And so Ophan was born.

As this data analysis dashboard grew, so was the organisation’s ability to nudge the culture.  A little tweak here, a little tweak there and people became enthused, empowered and started to see the real value in the data. Which articles worked (e.g. by readership numbers, or how long they stayed on an article), and which headlines didn’t. And a critical nudge came when a benchmark was set for minimum readership. If it doesn’t meet X page views, do we really care about it? And, if we do, what went wrong?

The point here is that, as Tolstoy says, change is delivered by a number of means. Each legacy organisation that has pulled off a digital transformation has done it in its own way. It has found its own levers.  In the case of the Guardian, it was data interventions that have proven to be the catalyst to deliver both cultural change and strategic change. But there is a proviso, and that is that there needs to be clarity around what needs to be delivered from the start. 

“My job was to take what we did in print and put it online”. And it worked.

Interim management involves bringing in experienced professionals to temporarily fill senior executive positions during periods of transition. These seasoned experts are often brought in during crises, to manage change, or to bridge gaps while a permanent executive is sought. Unlike traditional consultants, interim managers take on operational roles with full accountability, making them integral to the organisation’s leadership team during their tenure

Succession planning is a proactive process of identifying and developing future leaders within an organisation to ensure a seamless transition when key roles become vacant. It’s not just about having a list of potential candidates but involves preparing these individuals through training, mentorship, and development opportunities.

Interim management can significantly enhance this process in several ways:

1. Gap Filling with Expertise: 
   Interim managers provide an immediate solution to leadership gaps which buys the organisation time to make thoughtful, strategic decisions about permanent appointments rather than rushing to fill a vacancy. Moreover, these interim professionals bring a wealth of experience and a fresh perspective, often identifying and nurturing internal talent that may have been overlooked. 
   
   
2. Mentoring and Developing Potential Successors: 
   With their extensive experience and objective viewpoint, good interims can guide emerging leaders, offering insights and practical advice. This real-time coaching is invaluable in preparing future leaders, not just for their next role but for the overall challenges of executive leadership. 
   
   
3. Enhancing Organisational Agility: 
   The right interim manager can introduce a level of flexibility and agility to the organisation that is crucial for effective succession planning. They can help the organisation adapt its succession strategies in response to changing business conditions, ensuring that the leadership pipeline remains robust and relevant. 
   
   
4. Evaluating Internal Talent: 
   An external perspective, free from internal biases, can be invaluable when assessing the potential of internal candidates objectively. 
   
   
5. Implementing Best Practices: 
   Interim managers often bring with them a wealth of knowledge from their experiences across various industries and companies. They can introduce best practices in succession planning that the organisation may not have considered, thereby strengthening the overall process. These practices could include more rigorous talent assessments, improved leadership development programs, or more strategic alignment of the succession plan with the organisation’s long-term goals. 
   
   

Case Study: How Interim Management Transformed Succession Planning

Consider a mid-sized technology company that unexpectedly lost its CEO due to health reasons. The board appointed an interim CEO to manage the transition. During their tenure, the interim CEO identified gaps in the company’s leadership pipeline, particularly the lack of readiness among senior managers to step into executive roles.

The interim CEO implemented a structured leadership development program, introduced new assessment tools to evaluate potential successors, and worked closely with the HR team to align the company’s talent management strategy with its long-term goals. As a result, when the board finally appointed a permanent CEO, they had a clear, well-prepared pool of candidates for other key leadership positions, reducing the risk of future disruptions.

In conclusion, interim management plays a critical role in improving succession planning, offering a strategic advantage that can help organisations navigate the complexities of leadership transitions with confidence and foresight.

 For interim and executive hires, who often step into roles during times of significant change or crisis, resilience is not just a quality to aspire to but a necessity for navigating complex challenges.  By embedding mentoring into a resilience culture, organisations

1. Understanding Resilience in Leadership:

Resilience in leadership goes beyond bouncing back from setbacks; it involves the capacity to adapt, maintain focus, and lead effectively under pressure. Interim and executive hires, often facing high-stakes situations, require a robust support system to develop and sustain this resilience. This is where mentoring becomes invaluable.

2. The Role of Mentoring:

Mentoring provides a structured form of support where experienced leaders guide, advise, and encourage their less experienced counterparts. It also offers a sounding board for navigating organisational politics, making strategic decisions, and managing stress. It helps build confidence and provides practical strategies for overcoming obstacles.

3. Tailored Support for Interim and Executive Hires:

Mentoring programs should be tailored to the unique needs of interim and executive hires. These leaders face different challenges compared to permanent staff, such as short-term objectives, integration into existing teams, and immediate impact expectations. Effective mentoring should address these specific challenges, providing relevant advice and support.

4. Matching Mentors and Mentees:

Successful mentoring relies on a good match between mentor and mentee. Mentors should ideally be seasoned leaders with experience in similar roles or industries. This alignment ensures that the guidance offered is practical and grounded in real-world experience.

5. Setting Clear Objectives:

To be effective, mentoring relationships should have clear objectives. These might include goals related to leadership development, strategic thinking, stress management, or navigating organisational changes. By setting these objectives, both mentors and mentees can track progress and ensure the relationship remains focused and productive.

6. Assessing Resilience Growth:

To evaluate the effectiveness of mentoring programs, organisations should assess the growth in resilience among staff. This can be done through feedback surveys, performance reviews, and assessing the ability of leaders to handle stress and change.

7. Tracking Organisational Impact:

The impact of mentoring extends beyond individual leaders to the organisation as a whole. Monitoring metrics such as team performance, employee engagement, and turnover rates can provide insights into how well the mentoring program is supporting organisational resilience.

Mentoring within the framework of a resilience culture is a powerful strategy for supporting interim and executive hires. By providing tailored guidance, fostering open communication, and promoting work-life balance, mentoring helps these leaders navigate the complexities of their roles and build resilience.  Embedding effective mentoring practices can enhance leadership effectiveness, support organisational stability, and contribute to long-term success. Investing in mentoring is not just about individual growth; it’s about cultivating a resilient and thriving organisation capable of overcoming any obstacle.