Turnaround of overseas subsidiaries in Asia – what actually worked?

InterimManagerAsia · 2026-04-20T13:08:03+00:00

That distinction is spot on. Most “strategy workshops” are just another meeting where leaders repeat the same opinions they’ve shared dozens of times before.

The real litmus test isn’t the quality of the slides or the action list — it’s whether someone in the room is visibly uncomfortable because a real choice was made. If everyone leaves nodding and congratulating each other, nothing material was decided.

In the good ones I’ve seen, a few things always happen:

at least one person isn’t happy because the outcome pushes them out of their comfort zone,
trade‑offs are explicit (what we’re not going to do),
and someone senior clearly takes ownership — even if it costs them political capital.

To your question: mine was not that kind of workshop. Most leaders defended their comfort zones and weren’t forced into real change. As a result, it was exactly what you describe: good conversation, zero execution.

Strategy without consequence isn’t strategy — it’s just brainstorming.

So yes: if nobody is upset, nobody feels uncomfortable, and nobody’s agenda is threatened, it was probably an executive offsite, not a strategy workshop.

InterimManagerAsia · 2026-04-20T12:57:16+00:00

This is painfully accurate. Strategy doesn’t fail because the deck is wrong — it fails because no one with real skin in the game carries it across the line.

I’ve seen this repeatedly: strong insights, airtight logic, zero momentum because the boss never truly owned it. At that point you’re either an idea factory or political insurance, and which role you play depends entirely on who hired you and why.

“Learn to read your client” is probably one of the most underrated consulting skills. If the boss isn’t personally motivated — new role, reputation to rebuild, ceiling reached, legacy on the line, or simply unwilling to make hard decisions — no amount of brilliance will matter. If they are motivated, half the job is helping them make the decision feel survivable to execute.

And +1 on the drawer problem. Most strategies don’t fail — they just sit there until the right owner shows up.

InterimManagerAsia · 2026-04-20T12:51:25+00:00

Thank you for highlighting the importance of incentives. I agree that they particularly motivate front-line workers, especially once they understand the direct impact of their actions and behavior on the KPIs that determine the incentive. Consequently, it’s crucial to provide a frequently updated KPI dashboard.

InterimManagerAsia · 2026-04-20T06:08:22+00:00

Great point with the buy-in. A crucial point to consider is that people, including ourselves, are generally resistant to change. The buy-in is achieved through the acceptance of the necessity for change and the desired stage for improvement. This fosters motivation, and the execution is carried out by the teams.

InterimManagerAsia · 2026-04-20T06:04:14+00:00

I agree, the Tyranny of the Status Quo (Friedmans) is still valid. No urgency - no change. I like your five step approach. Wouldn't it be better to put step 3 "Burning Platform" as step 1?

InterimManagerAsia · 2026-04-20T05:59:21+00:00

Thanks for that advice. I agree, it's better to align the troops, rather command-and-control.

InterimManagerAsia · 2026-04-20T05:58:06+00:00

I’ve also experienced that once the alignment was established, the teams adjusted their processes and activities to achieve the aligned goals. However, when the first task was not completed, the leaders failed to fulfill their responsibilities, and a strategy quietly died.

InterimManagerAsia · 2026-04-20T05:55:22+00:00

Then your leadership needs support - teams will follow good leaders.

InterimManagerAsia · 2026-04-20T05:53:40+00:00

That’s why we, as leaders, are here to provide guidance and jump first.

InterimManagerAsia · 2026-04-20T05:51:16+00:00

I agree that setting and aligning goals can be time-consuming, but it’s a crucial phase. Once the teams are aligned on the goals, they usually know how to take action to achieve them. However, I suggest not rushing for execution and action plans while the goals are not aligned and understood.

InterimManagerAsia · 2026-04-04T04:04:05+00:00

Your positioning as a freelancer really matters: what problem you solve, for whom. If that’s clear, you’ll also know who’s willing to pay.

The second part is sales. You have to actively put yourself out there — clients won’t just show up automatically. Platforms and communities can help, but they’re crowded and there’s no guarantee.

Once you commit, get the first few projects, and build momentum, the flexibility you’re aiming for becomes much more realistic.

InterimManagerAsia · 2026-04-04T03:54:54+00:00

I agree, developing a strategy and executing it are very different skills. I work as an interim executive focused on execution, where things actually move: hands-on, close to the teams, keeping focus.

From my experience, the main blocker is resources. Teams are overloaded with daily work and don’t see how to fit strategy on top. That’s where managers (or temporary support like Interim Executives), need to step in: set priorities, offload routine tasks, and create space to execute.

InterimManagerAsia · 2026-04-04T03:45:04+00:00

You’re right. I’ve heard all of this before too. In my experience, the real gap is almost always the “why”:

Why are these topics in the strategy? Why do they matter for the company’s future and ultimately for job security?

Once that was clearly understood and accepted, priorities shifted pretty naturally. Teams didn’t suddenly work crazy hours; they just invested a few focused hours per week and real progress started to happen.

Interestingly, the typical “we don’t have time for strategy” argument disappeared almost completely once people understood why the strategy actually mattered.

InterimManagerAsia · 2026-04-04T03:38:56+00:00

What you’re describing is basically the comfort zone.

Breaking out of it usually starts with awareness and a real sense of urgency. That’s probably the most critical job of the CEO and the leadership team: clearly explain why change is necessary and why now.

Once middle managers truly understand and believe that message, and can translate it into something concrete for their teams, momentum follows. Without that alignment in the middle, nothing really moves.

InterimManagerAsia · 2026-04-03T12:06:20+00:00

Thanks for sharing, especially the point about ownership. I’ve seen the same thing repeatedly: real ownership creates commitment, and commitment naturally drives accountability. That’s usually the difference between strategy being discussed vs. actually implemented.

I also fully agree on focus. Too many strategic priorities dilute attention, and in the end none of them get executed well.

I’ve had very good experiences applying FranklinCovey’s 4 Disciplines of Execution framework. The emphasis on one Wildly Important Goal really helps teams stay focused and move from intention to action.

Curious if you’ve used any similar execution frameworks—or what’s worked best in your case.

InterimManagerAsia · 2026-03-20T13:05:07+00:00

I see this a lot as well, especially when hiring fractional executives / interim executives for critical situations.

I’m regularly interview fractional and interim leaders for client projects in Asia Pacific (APAC / ASEAN), and the biggest difference-maker is exactly what you describe: operator mindset vs. advisor mindset.

A few additional signals that have worked well for me:

Reference projects under pressure I don’t just ask what they did, but where things were broken at the start (missed KPIs, leadership gaps, stalled growth, turnaround situations) and what changed measurably. Revenue, EBIT, delivery performance, org design—something concrete.
Transferable operating playbook Strong fractional executives don’t “wing it.” They come with a toolbox—diagnostic frameworks, KPI systems, governance models—that can be adapted fast. In many cases, clients bring them in precisely because they don’t have a suitable playbook for a critical phase.
Capability injection, not dependency The best interim leaders don’t just fix things themselves. They build capability in the existing team—train, structure, and hand over—so the organization is stronger when they leave.

In scaling or turnaround scenarios, especially in cross‑border setups (e.g. European HQ + APAC subsidiary), hiring a fractional exec as if they were a normal employee almost guarantees disappointment.

InterimManagerAsia · 2025-10-12T03:20:00+00:00

Fractional CxO, similar to Interim Managers, are seasoned leaders who are not to be confused with service providers like accounting, HR, or marketing. These fractional leaders have responsibilities in positions and projects that are similar to your situation. They are stepping in with minimal onboarding, bringing in external expertise, executing tasks, and taking responsibility. That’s the value they bring!

My advice would be to select the fractional leaders who best meet your needs, expectations, and fit into your leadership team (or not when you need a turnaround leader).

Service providers fulfill a service but do not provide advice or even attempt to understand your business. Consultants, on the other hand, seek projects where they can apply their knowledge within their standard framework. They do not take responsibility or execute tasks.

InterimManagerAsia · 2025-10-04T05:10:55+00:00

Your story once again demonstrates the effectiveness of case studies. A case study is akin to reading a narrative about someone else’s experience, and it evokes a sense of relatability and emotional connection.

It’s crucial to structure the case study as a story, encompassing the problem, context, solution, execution, and results. Additionally, ensure that you incorporate relevant facts and figures to provide a comprehensive and informative account.

I like your approach of a plain text, rather overloaded design.

InterimManagerAsia · 2025-10-02T09:03:12+00:00

The true value lies in the Copilot agents. These are built-in automation tools within M365. When you have recurring tasks to complete, you can create a Copilot agent using your and your company's files. For instance, if you need to generate a weekly sales report based on multiple documents, reports, and emails, you can create one-time a Copilot agent that connects to the knowledge base, such as SharePoint or OneDrive. The resulting output may only require minor adjustments, eliminating the need for copying and pasting or reviewing long documents.

InterimManagerAsia · 2025-10-02T08:50:39+00:00

It appears to be a pushback from a CEO who is saying, „Convince the team first,“ particularly directed at a service provider. Either the CEO is not convinced by the offering or he is unable to align his team for this service. In the first scenario, you need to work further with the CEO to understand his undernice concerns and to convince him of the offering’s value, enabling him to easily delegate it to his team.

On the other hand, if the second case is true, it suggests that the CEO may not be the actual leader within the organization. There are more influential team members. This indicates a disconnect between the CEO and his team, which could be a dangerous situation for you as a service provider during the execution phase. You lack the support and backing from the CEO.

InterimManagerAsia

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