Plan Alpha is a collaboration model between top executives and corporations, allowing companies to access the managerial capacities they need for their projects in a flexible, efficient and results-linked way. It is also an attractive and challenging way for experienced executives to create value for companies. Model Plan Alpha is the response to the increasingly challenging competitive environment. A proven model at specialist level that can be extended now to the top management level.
Plan Alpha goes beyond consulting (the executive not only advices and proposes more or less standardized solutions but adapts to the specific needs of the company and arrives as far as the company wishes: takes and executes decisions and commits to achieving results) and extends the boundaries of interim management (the company does not only hire the individual but his/her capacities, experience and professional network and always linked to results).
José Miguel Noriega proposes the Plan Alpha model after more than 25 years of top general, commercial and financial management experience at multinational pharma and healthcare corporations:
‘Corporate needs in terms of know-how and capacities of management teams are evolving very rapidly. Business faces new challenges, requiring swift and effective actions which management teams are not always ready to take. The Plan Alpha model is the response to the need that all kinds of companies have to access executive capacities in a flexible way and linking them to the results achieved. This does not necessarily affects their current management teams, more on the contrary, having the ad-hoc support of an experienced executive is a valuable help for target achievement and a retention tool for executives.
I have faced very different challenges through my professional career: business strategy formulation and correction, starting and concluding organizational and cultural change, substantial business growth with profitability improvement, new products search, design and negotiation of business alliances, licenses, etc. In many of these occasions, both my company and I would have much benefited of having available an external experienced view committed with us in achieving our targets.
We can conclude that the traditional link between executives and corporations has not evolved at the pace of the change of the technological, economic and social environment. The executive should be able to place his/her experience and network at the service of the corporate projects with the flexibility they require and with a clear commitment to results. He/she should be released of the need to manage his/her career within the company so this will obtain what it needs and only what it needs from the executive. Breaking the restrictions of the traditional relationship is good for both parties. The Gig economy has reached the C-suite to stay.
I strongly believe that this new conception will eventually prevail —it is already happening— between the most experienced executives, wishing to embark to challenging projects allowing them to give the best of their capacities, and the companies aiming at maintaining their competitivity without jeopardizing their P&Ls’.