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(1) Fundamental  organisational change; (2) Business improvement and (3) Human resourcing improvement.

(1) Fundamental organisational change: Typically embraces mergers and acquisitions; crisis and turnaround management; divestment etc. Increasingly the Executive Interim Manager is seen as the most effective Change Manager at the fundamental organisational change level.

(2) Business improvement change focuses upon processes, systems and structure, targeting important business issues and opportunities. Practitioners typically deploy a particular improvement methodology, including: Six Sigma; TQM (Total Quality Management); TOC (Theory of Constraints); BPR (Business Process Reengineering); ABM (Activity Based Management) etc. Measures of success are the key financial and other stakeholder metrics.

Facilitating business improvement change has traditionally been the preserve of management consultants. However, consultants generally provide advice and are not normally directly engaged to deliver results. Matters are complicated further by accreditation processes for each methodology. Typically, there is a major, up-front, investment in consultants, training and tools, before results start to materialize. The  organisation is increasingly at the mercy of the consultant the more they invest. An increasingly popular alternative is to deploy an Executive Interim Manager in the capacity of Programme or Project Director.  

(3) Human Resourcing improvements change focuses upon people issues, generally deploying an  organisational Development perspective (OD). The perspective addresses personal change, inertia or resistance. The outputs are improved job satisfaction, less absence, and higher productivity. Again the traditional OD consultant ( organisational Development) is being challenged by an Executive Interim Manager in the capacity of Programme or Project Director.