Executive Space

When a company turns to an interim manager, it usually does so with a clear objective: to tackle a specific business challenge within a defined timeframe. Whether it's to lead a transformation, face a crisis, temporarily replace a key figure, or launch a new line of business, the success of the mission depends not only on the skills of the interim manager but also on the context in which they will operate. And within that context, the team they will lead is a decisive factor for interim management.

What if retiring no longer meant ceasing to lead?

With the entry into force of Real Decreto-ley 11/2024, the pension system is adapting to an increasingly common reality: many people wish to continue contributing professional value after retirement. This reform regulates and facilitates three modalities – active, partial, and deferred retirement – which, together, open an unprecedented scenario for leveraging senior talent.

In this context, Interim Management not only fits in but is projected as the most effective and secure professional avenue to channel this continued employment.

Is your small business at risk due to rising costs?

According to recent data published by CEPYME, small companies (between 10 and 49 employees) are facing a challenging situation: labor costs increased by 4% in 2024, exceeding the general price increase (CPI of 2.8%). This limits their ability to compete, grow, and attract talent.

Why do small businesses have more difficulties than large ones?

This context highlights two distinct business realities. While large companies grew by 6.5% in employment last year, small ones barely reached 3.2%. This is because:

• They have less capacity to absorb costs and negotiate conditions with suppliers.
• They struggle to access specialized talent.
• Adapting to regulatory or market changes is slower.
  
  

Criminal compliance has evolved from a mere regulatory obligation into a key differentiator in business strategy. In an environment where corporate responsibility is paramount, implementing a robust criminal prevention system not only safeguards the company but also enhances its competitiveness and reputation.

The mergers and acquisitions (M&A) market in Spain continues to rise, recording a 40% growth in 2024. Factors such as lower interest rates, increased private equity investment, and digitalization have fueled this trend. With a favorable financing environment, companies have greater opportunities to expand through strategic acquisitions, while sectors such as technology, energy, retail, and healthcare lead the volume of transactions.

However, success in M&A is not just about the acquisition itself but also about effective integration. This is where interim management becomes a key lever for business transition and consolidation, ensuring that operations deliver the expected value.

In Spain, the aging workforce is no longer a projection—it’s a reality. Recent studies reveal that by 2030, over 40% of the working-age population will be over 50 years old. This demographic shift presents unique challenges for the labor market: while accumulated experience becomes increasingly valuable, adapting to a fast-evolving technological landscape is now essential.

As 2024 comes to a close, businesses are looking ahead to 2025 with new challenges on the horizon. Interim management is emerging as a key solution to tackle these challenges effectively. Why should your company consider hiring temporary executives or interim managers next year? Here are 10 essential reasons:

Rapid growth is a critical stage in the life of any SME, bringing with it new challenges, particularly in talent management. Securing major contracts, entering new markets, or developing strategic projects require an internal structure aligned with expansion needs. In this context, the HR department becomes a fundamental pillar, but how can you manage it without incurring high costs while maintaining the flexibility that today’s environment demands?

The recent report from the Regional Observatory of BBVA Research has shed light on the economic outlook that Spain's autonomous communities will face in 2025. With an upward revision of the GDP, Spain is on track for solid growth, although not without challenges. In this context, companies must be prepared to seize growth opportunities and adapt to the new economic realities of each region.

According to the latest report by the Family Business Institute, 67% of family businesses lack a defined succession plan, a concerning figure that jeopardizes the continuity of these organizations, which are a cornerstone of Spain's business landscape. Even more alarming is the fact that only 33% of family businesses make it to the second generation, and a mere 13% survive to the third.

Often, the lack of succession planning is not solely due to technical or financial challenges but also to family dynamics that hinder decision-making. While generational transitions are inevitable, they are often postponed, opening the door to internal conflicts and threatening long-term viability.