TaskForce Interim
How I came to the idea of a taskforce
Across various assignments as an interim manager, I kept noticing the same thing: the problem rarely lay only in the department I was asked to support.
Take an example. When production runs poorly, people quickly assume it comes down to the team leaders and the operators. But that's rarely the full picture. Is the supply of raw materials aligned with production capacity? Does planning account for actual staffing and real capacity? Does sales know the product well enough, or are promises made that production can't keep? Does IT work smoothly for everyone? And I could keep adding to that list for a while.
Often these things reinforce one another — and then a fix in one department solves nothing lasting. That's where the idea of a taskforce grew: realigning the departments so the intended goals are actually achieved.
Taskforce: a focused approach when several departments stall at once
When several bottlenecks reinforce one another, fixing one spot isn't enough. That's when a taskforce brings structure: a focused, cross-department approach that tackles the problems together and in the right order.
When a taskforce?
- Several departments underperform at the same time, and the problems are connected.
- An ongoing assignment — part-time or full-time — reveals the challenge is broader than first thought.
- A crisis, rapid growth or an acquisition calls for swift, coordinated intervention.
- You want a single point of contact who oversees the whole, rather than isolated fixes per department.
How does it work?
1. Analysis across departments. We map where things are stuck and how the problems influence one another — on the floor, not just on paper.
2. Priorities and sequence. Together we decide which bottlenecks to tackle first, and how the departments are realigned.
3. Phased execution. We address the improvements in a structured, phased way, with the same down-to-earth, results-driven method — and with your own people on board.
4. Embedding and phasing down. As the results take hold and your teams take over, we scale the engagement down.
One point of contact, a team of specialists
A taskforce often calls for expertise that goes beyond one person. That's why I work with a network of experienced interim managers, each specialised in their own field — supply chain, IT, production and processing, procurement, and more. I remain your single point of contact and coordinate the whole, while each specialist takes on their part.
That way you get the right expertise in every department, without the complexity of separate contracts and oversight. That's the "we" this approach rests on: you, myself, and the specialists we bring in where your situation calls for it.
From assignment to taskforce — or straight away
A taskforce often grows organically out of an ongoing assignment, part-time or full-time: what begins as focused support in one place turns out to be needed more broadly. But you can also engage me straight away when you already know the challenge spans several departments. You decide which approach fits best.
What it brings you
- Overview — one person who oversees the whole and aligns the departments.
- Coherence — problems are tackled in their mutual context, not in isolation.
- Results-driven — focused on concrete, measurable improvements, in the right order.
- Lasting — knowledge transfer to your own people, so the organisation is left stronger.
Directly or via your recruitment agency
You choose how we work together: directly, or through your trusted recruitment agency. Both are perfectly possible.
Let's meet, with no obligation
Curious what a taskforce could mean for your organisation? We start with a short, no-obligation intake call via Teams. If it clicks and we see opportunities together, a visit to your company follows.
📞 +32 493 82 17 12 · ✉ contact@mverhaaren.be