On Demand Executive Guide
Forward-looking entrepreneurs, owners, investors and executives realize an on-demand model allows them to access the right skills, experience and resources at the optimal time. Nearly 8 out of 10 executives in leadership see the on-demand model as a competitive advantage.
Whether you prefer Harvard Business Review’s term “supertemp,” the “new intermediaries” or high-level experts in the “gig economy,” on-demand executives are senior level executive leaders and professionals who apply their expertise in a project-based, part-time or interim model.
Qualifications & Experience
On-demand executives frequently hold degrees from top institutions and have successfully led critical functions at multiple companies (often large, publicly-traded organizations) and/or leading startups that have successfully scaled. When you review our team you’ll see frequent references to Ivy League schools, MBAs, doctorates, Big 4-6-8 accounting firms and more. But most importantly, you’ll see strategic and implementation success as C-level executives.
Different from a Consultant, Coach or Temp
TechCXO was founded on the premise that high potential companies can greatly benefit from proven, on-demand, part-time and interim executives who they otherwise may not be able to access due to cost, availability or because they do not necessarily need them full time. Our purpose is to provide the best executive talent available… on- demand.
On-demand executives are “athletic” because they move easily from the conceptual and strategic to nuts-and-bolts implementation. Often they will implement strategies and programs for the client by themselves or with a very small and efficient team.
Demonstrated expertise inside organizations is an important distinction between on-demand executives and consulting firms, which may merely hire and train young MBAs with little or no operating or leadership experience.
Consultants also tend to inflate the size of teams and focus more on concepts than implementation, as well. On-demand executives operate like entrepreneurs — fast and lean.
On-demand executives’ track records also distinguish them from coaches, who may have only completed a training course and received a certificate rather than led at the highest levels.
On-Demand as Competitive Differentiator
“Owning” your talent in the form of building an increasingly large workforce was a decades-long business objective for many organizations. High transaction costs incentivized corporations to get larger as it was cheaper to keep resources and talent in- house than to transact for them in the open market.
However, as Harvard Business Review stated, “new technologies and a developing spot market for high-end talent are driving transaction costs down and challenging assumptions about which management skills and professional talent belong inside versus outside the organization. ”
“Access to” (not “ownership of”) talent, experience and the capacity to complete critical tasks and functions is most desired, particularly with the speed of innovation and subsuquent technology and platforms that displace incumbents and disrupt markets.
Forward-looking entrepreneurs, owners, investors and executives realize an on-demand model allows them to access the right skills , experience and resources at the optimal time. Because on-demand executives enable businesses to stay lean and flexible without compromising expertise and the ability to innovate, 79% of executive leadership inside companies see the on-demand model as a competitive advantage and more than 9 out of 10 business leaders expect to increase their use of contract professionals.
The primary reason for accessing high-end on demand executives is equally distributed by talent, skills, speed/agility and cost benefits.
Learn best practices and how to make on-demand work for you from author Bill Getch.