A Swiss business unit of a global supplier of systems and components found itself under severe pressure when its procurement department began to unravel at precisely the wrong moment. Around eighty percent of the team had resigned, internal coordination had broken down and the function was not yet embedded in an integrated supply chain model. At the same time, external conditions were deteriorating rapidly. Supply chains were unstable, availability was uncertain and prices for key items were rising sharply.
Situation
Rather than treating the issue as a staffing gap alone, IMW and its Swiss partner Top Fifty Interim Management, represented by Pierina Tannò, framed the challenge more broadly. The question was not only how to restore day-to-day purchasing operations, but how to rebuild leadership, decision-making and trust in a function that had lost its bearings. Together with the client, they shaped a mandate that called for more than technical procurement expertise. It required calm judgement, structured leadership and the ability to stabilise a vulnerable team while preparing the ground for long-term improvement.
Task
That mandate was taken on by an experienced interim procurement executive who stepped in as Head of Procurement. While the immediate operational issues were obvious, he quickly saw that the deeper problem was cultural and organisational. The remaining team was working in a constant state of tension. Decisions were repeatedly questioned, revisited or reversed, leaving employees frustrated, uncertain and increasingly reactive.
“When I arrived, the real issue was not just the market. It was that the team had lost its confidence to act. Every decision felt provisional, and that kind of uncertainty spreads fast.”
Action
The dilemma soon became clear. Fast intervention was necessary to prevent further destabilisation, yet pushing through change too aggressively would risk deepening resistance in an already fragile environment. Rebuilding control required visible leadership, but also the discipline to create stability before demanding performance.
In close alignment with the client and supported by Pierina Tannò, the interim executive chose to focus first on restoring clarity and trust. From the outset, he communicated transparently with stakeholders and involved the remaining team members closely in decision-making and daily priorities. Rather than imposing solutions from above, he created the conditions for people to re-engage with the work and with each other. This shifted the atmosphere from panic and scepticism to cooperation and shared ownership.
“First you restore calm and clarity. Then you build the structure that allows people to perform again.”
With that foundation in place, the focus turned to rebuilding capability. Existing expertise within the team was mapped and used more effectively, while knowledge transfer from departing employees to remaining staff and new hires was actively secured. Together with the renewed team, the interim manager introduced clearer structures, more robust processes and a KPI dashboard to improve visibility, control and day-to-day decision-making.
Result
The impact extended well beyond operational recovery. By the end of the assignment, the procurement department had been rebuilt into a fully functioning team, and the interim manager had actively supported the recruitment of his successor to ensure continuity. At the same time, he developed a concept for a global, cross-divisional and integrated supply chain organisation. Senior management approved the concept, and implementation had already begun before the assignment concluded.
“My role was not only to stabilise the department, but to help create a structure the business could rely on long after I left.”
IMW perspective
This case shows how effective interim leadership combines operational expertise with the ability to reset confidence and direction when a function comes under pressure. By working with trusted local thought partners such as Top Fifty Interim Management and Pierina Tannò, IMW helps organisations respond quickly to disruption while building stronger foundations for the future.
Looking for interim leaders who can restore stability, rebuild trust and create lasting impact? IMW connects organisations with proven interim executives worldwide, supported by local partners who understand both the business context and the human dynamics behind complex change.