News

A selection of our news in English.

Vacature: CFO bij Dolmans Investments en QBuild

Een ervaren CFO bekend met projecten in technische omgevingen (bouw en/of ICT). Organisatiesensitief, heldere blik en analyses. Praktisch en pragmatisch. Een doener die de business begrijpt en het verhaal achter de cijfers snapt. Stevige business partner en vertrouwenspersoon voor de business. Integrale sturing: strategie, business, processen, mensen en systemen.

Vacature: Directeur Projecten bij ProRail

Voor ProRail zoekt NGL International een Directeur Projecten: Een ervaren, inspirerende en slagvaardige veranderkundige met kennis en ervaring in het leiden van majeure projecten op het snijvlak van publiek en privaat.

Former executives of NGL are available as trusted advisors

In moeilijke tijden zoals deze heb je meer dan ooit behoefte aan een luisterend oor van een ervaren leider die jou en jouw positie begrijpt, oog heeft voor dilemma’s alsmede te maken keuzes en kan reflecteren op de actuele hectiek.

Vacature: Hermitage Amsterdam zoekt Lid Raad van Toezicht

Hermitage Amsterdam zoekt een lid Raad van Toezicht: een (bedrijfs)jurist met bij voorkeur een bi-culturele achtergrond.

“Everybody is an innovator” – Tanja Dik

Customer Experience starts with People Experience; that’s the starting point of Tanja Dik. With her wide experience in the entertainment industry as former Managing Director at Stage Entertainment, and current responsibility in the Aviation industry as Director Consumer Products & Services, Schiphol Group, Tanja knows how to reach and move the customer; one of the main challenges of our current VUCA times.

For us, it was an honour to have Tanja as our guest speaker at our fifth meeting of the Transformation Dialogues, where we could hear her reflections on why and how she developed her passion for customers, accelerating societal and digital trends, and what true customer experience means to a successful organization as Schiphol Group.

 

 

It’s about customer journey and the stories behind

Tanja shared her focus on every touchpoint where the customer can make their choices. This concerned the choice for the journey until they go home, the whole journey they have towards the airport, on the airport etc.

“I think four of five years ago, when I started there, people could go to a restaurant and just have their food because they want to have an encounter with their families or with their business partners. It’s now about a lot of people want to know what’s behind the food in a restaurant. People want to understand where our products come from. They want to have a storytelling. So, it’s not only about building restaurants and building new concepts and shop-in-shops, but also having a story to tell, which really comes close to personal purposes of people travelling.”

Customer experience starts with people experience
For Tanja, the theory of the EX (Employee eXperience) before PX (Product eXperience) is not only a theory. To her, the passion and true engagement with the customer starts with engagement of people on the work floor, within the working environment. The sense of belonging, the possibility to learn and to grow leads to that ‘sparkle’. If you can feel the sparkle in your working environment, you can also bring the sparkle to the end customer. “

 

Embracing change is the key to transformation

To conclude Tanja’s drive to transform goes beyond understanding the market and understanding the reaction of people working in it. It’s about making people understand that if they want to get to speed up, they first have to embrace change. That also means you can’t make a new innovation or the best new step if you don’t dare to fail. So, it’s not only about embracing change, but also embracing mistakes. Celebrate mistakes is essential to learn and to grow.

We look back on a very inspiring and insightful dialogue and would like to take this opportunity again to thank Tanja for sharing her vision and her transformation with us.

The next Transformation Dialogues will be at May 12, 2020. Bercan Günel will then interview Casper de Nooijer, CEO Audax.

NGL Team

Bercan Günel
Gijs de Vries
Annelies van Zutphen
Ron de Mos
Saskia van Walsum
Walter van Kuijen
Jacqueline Smit
Nadine Janssen

Purpose, Strategy, People and Business – a fascinating quest by Helen Mets

We were honoured to have Helen Mets, President Resins & Functional Materials at DSM as guest speaker at our fourth meeting of the Transformation Dialogues series. We were looking forward hearing her reflections on her journey in transformation as the leader of a global business in challenging markets.  How do you perform, grow and make an impact with a global company while embedding diversity, sustainability and circularity? In other words, how do you change the tires of the car while driving full speed ahead?

People, Planet, Profit
Helen shared DSMs journey in creating the strategy which was externally launched mid 2018. Starting with the global agenda as defined by the 2015 Sustainable Development Goals, DSM identified where and how they could contribute to reaching these ambitions. Next, DSM matched their unique capabilities with the SDGs to maximize their potential contribution and impact.

As a result, three focus domains were chosen; nutrition & health, climate & energy and resources & circularity. All of these provide unique and relevant opportunities for impact and sustainable growth for each of the DSM businesses. 

Success versus Purpose
Helen defined her personal success as inspiring other companies and leaders to successfully and sustainably address social issues, for Helen specifically climate and malnutrition, and to witness substantial progress 5 years from now. She stressed the need for leaders to make their internal voice heard, to follow the compass of their purpose and to have the courage to take action, share and inspire others.

New Generation Leadership
We would like to summarize the important lessons Helen’s leadership journey into a triangle and circles. A triangle of translating purpose into strategy (connecting it to the head), inspiring teams and employees around this purpose (connecting to the heart). And finally setting it into action, which completes the triangle to our hands.

The circles represent every layer of Helen’s vision connecting all stakeholders in numerous ways. It also aligns with her personal life’s circle and the personal transformation journey she has made.

To conclude
We look back on a very inspiring and insightful dialogue and would like to take this opportunity again to thank Helen for sharing her vision, her quest and her vulnerability with us.

The next Transformation Dialogues will be at February 6, 2020. Bercan Günel will then interview Tanja Dik, Director Consumer Products & Services at Schiphol Group.

NGL Team

Bercan Günel
Gijs de Vries
Annelies van Zutphen
Ron de Mos
Saskia van Walsum
Walter van Kuijen
Jacqueline Smit
Nadine Janssen

 

 

 

“Bedrijfsleven, overheid en samenleving kunnen niet zonder elkaar”

De derde bijeenkomst in onze serie The Transformation Dialogues ging op 12 september 2019 meteen inspirerend van start in De Balie in Amsterdam. We verheugden ons bij NGL International op een interessante gedachtewisseling met de twee panelleden: Herman Tjeenk Willink, minister van staat en voormalig vicepresident van de Raad van State, en Herna Verhagen, CEO van PostNL. Ze zijn geïnterviewd door Bercan Günel.

Het recente boek van Herman, ‘Groter denken, kleiner doen’, bood een fraai startpunt voor de discussie. De auteur opende de sessie met een korte samenvatting van zijn ideeën.
Zijn betoog vindt u hier.

De democratische rechtsorde
In elke samenleving gelden regels voor hoe overheid, instellingen, bedrijven en burgers met elkaar omgaan; dat noemen we in Nederland de democratische rechtsorde. De overheid moet die koesteren en bewaken, want de rechtsorde is niet alleen het fundament voor een stabiele, gematigde samenleving – het is ook een verbindende factor in de maatschappij.

Maar in de afgelopen 50 jaar heeft het functioneren van de overheid de democratische rechtsorde eerder aangetast dan bestendigd. Naarmate die overheid zich steeds meer richtte op economische welvaart via de private sector en het bedrijfsmatig denken ook binnen de overheid zelf de overhand kreeg, werd het normatieve karakter van de democratische rechtsorde verwaarloosd. Dat is riskant als door de ontzuiling eertijds bestaande verbindingen zijn geërodeerd. Terwijl de democratische rechtsorde juist een inclusief concept hoort te zijn.

Het systeem hapert, en dat zie je aan verschillende ontwikkelingen. Een paar voorbeelden. Bij economisch hoogtij nemen de verschillen tussen rijk en arm toe in plaats van af. De bovenwereld en de onderwereld raken steeds meer vervlochten. De deskundigheid van professionals zoals artsen, agenten en leraren wordt met steeds meer wantrouwen bezien. Publieke en private verantwoordelijkheden lopen in elkaar over en het evenwicht tussen politiek, bestuur en rechtspraak is uit balans en de trias politica raakt uit balans.

 

Herijking

Herman benadrukte dat de democratische rechtsstaat de enige staatsvorm is die in staat is tot vreedzame evolutie en daarvoor ook bedoeld is. Daarom is het des te verontrustender dat de overheid steeds minder in staat is om haar taak naar behoren te vervullen: het vertegenwoordigen en verdedigen van de maatschappelijke waarden. Dat besef moet terug en dat betekent meer aandacht voor het inclusieve karakter van de democratische rechtsorde en de waarden die daaraan ten grondslag liggen.

De overheid is geen bedrijf. We moeten anders kijken naar en denken over de rol en activiteiten van de overheid: niet meer ten gunste van de economische welvaart via de private sector, maar juist ten dienste van de democratische rechtsorde. Maar dat vraagt meteen óók om een herijking van de positie en verantwoordelijkheden van het bedrijfsleven. Zijn de ondernemingen in Nederland een pijler onder de democratische rechtsorde, of zijn ze er of een obstakel voor?

Meer doen
Herna Verhagen beaamde dat we de verbindingen in de samenleving te veel zijn gaan zien als ‘contracten’. Bedrijven en overheidsinstanties doen er juist goed aan om verder te denken. Herna’s advies is helder. Stel jezelf de vraag: Wat kan ik méér doen? Daarin vind je het antwoord op vragen over purpose, betrokkenheid en je maatschappelijke rol. En dus niet, zoals we nu te vaak nog denken, in een gevoel van contractuele verplichting.

De verhouding tussen arbeid en kapitaal is uit evenwicht, en Herna ziet het effect daarvan op de democratische rechtsorde. Voor ondernemingen betekent dit een aansporing om een stapje terug te doen van de going concern, voor een beter perspectief. Denk als onderneming na over je maatschappelijke verantwoordelijkheid – niet vanuit regelgeving, maar vanuit verbondenheid.

De bezoekers gingen gretig in op de discussie en hadden allemaal een aanknopingspunt voor verdere actie of reflectie. Voor de een was dat om meer flexibel te zijn in het invullen van de eigen rol in de interactie tussen maatschappij, overheid en bedrijfsleven. Voor een ander was het een aansporing om zichzelf minder te identificeren met een functietitel, maar juist met de individuele verantwoordelijkheid. De gesprekken achteraf waren geestdriftig en stimulerend.

Ten slotte
We kijken terug op een zeer geslaagde editie van The Transformation Dialogues, en danken onze beide panelleden voor hun inspirerende inbreng.

De volgende bijeenkomst zal zijn op 31 oktober. Dan verwelkomen we als gast Helen Mets, President Resins & Functional Materials bij DSM.

Bericht van Herman Tjeenk Willink over zijn boek ‘Groter denken, kleiner doen’

Herman Tjeenk Willink: “De aanleiding voor Bercan Günel om mij uit te nodigen voor deze bijeenkomst – een uitnodiging die ik met buitengewoon veel plezier heb aanvaard – is het verschijnen van mijn boekje ‘Groter denken, kleiner doen’. Ik geef graag een korte toelichting op de belangrijkste elementen als context voor het debat.”

Masterclass: Purpose-Led Leadership

Masterclass: Purpose-Led Leadership

A sense of purpose, strong personal values and a willingness to take responsibility. In my experience, these are the cornerstones to evolving excellent leadership, and these are the cornerstones I rely on in our Executive Coaching and Executive Search activities at NGL International.

I recently had the privilege to listen to the insights and stories of Tom Middendorp, the former Chief of Defense of the armed forces of the Netherlands. As he was talking about military leadership, I recognized those same cornerstones in his experiences, insights and perspectives. What makes the military an excellent operational machine is not its classic “chain of command” structures, but imbuing a common purpose. Not casually or half-heartedly, but as if the life of every individual depended on it – which it does. In Tom’s stories, matters of life and death dictated the group’s common purpose. An excellent example of new leadership!

Inspired by these experiences, we have jointly developed a unique three-day program that addresses the key challenges and opportunities in implementing business transformation. During this masterclass, four faculty members will share their insights and experiences with senior leaders who want deepen to their purpose and their leadership.

The faculty consists of: Tom Middendorp, who has lived with purpose-led leadership for 38 years of his life; Pascal Hogenboom, who was trained according to these principles and has successfully adopted them in his business career; Oscar David, who has researched and authored many articles and books on how to best deal with power; and myself.

The “Purpose-Led Leadership” program is presented by TIAS, which is recently announced by Financial Times to be the best Business School in The Netherlands.

The overall aim of the program is to aid your company’s transformation through the key realization that everything starts with you as a leader. The program’s first run will be from 27-29 November in the Netherlands. We look forward to welcoming you there!

Want to know more? Please see  https://info.tias.edu/purpose-led-leadership#introductie

“From Craftmanship to Impact” – Jo Maes, CEO Ordina

The story of the transformation journey of Ordina

On Thursday 16th May, the second session of NGL International’s “The Transformation Dialogues” took place at De School, a former Technical College, in Amsterdam West that currently accommodates various educational and creative initiatives.

Some 30 international executives were assembled to listen to and interact with each other and our two guests of honor i.e. Jo Maes CEO Ordina and Annemieke den Otter, CFO Ordina. Ordina is the largest, independent local IT service provider in the Benelux. Ordina employs some 2650 people and is listed on the Amsterdam stock exchange. Their focus is to give customers in the financial services, public, industry and healthcare sectors a digital edge. Ordina is particulary strong in software development, data related solutions and increasingly known for their high performance teams. Ordina helps its customers to stay ahead of the challenges and changes in their business.

Engagement of people is the key

Jo and Annemieke were interviewed by the founder and managing partner of NGL International, Bercan Günel, about their transformation journey at Ordina. Jo and Annemieke proved to be a pair of enthusiastic, open and engaging leaders who were quite willing to share Ordina’s as well as their own transformation experiences so far. A key ingredient of their transformation journey is first and foremost a clear case for change. In Ordina’s case the need and urgency for change came from outside and inside – out. Ordina’s traditional craftmanship and customer service alone weren’t good enough anymore. Declining results and changing customers required a different approach. Coupled with the ever increasing impact of technology, in particular digitalization, forced Ordina to a radical shift in focus especially with regard to their business propositions and services. This radical shift in focus has a tremendous impact on its people. The impact offers both a challenge to the employees – am I able to change and do I want to change – and an opportunity for personal growth. In order to create internal and external alignment a clear ambition was defined i.e. “Ahead of change”, which was then clearly communicated towards all stakeholder groups i.e. clients, employees and partners to send out the message that we’re all in it together. Subsequently Ordina got busy building specific business propositions, developing new leadership skills and establishing partnerships with customers. They involved their employees with the help of working groups representing all layers and areas of the organisation. By pro-actively involving their employees they created ownership, commitment and pride in the organisation. They also showed progress continuously and in small portions.

Start with the who

In their engagement with the other executives present Jo and Annemieke displayed their personal operating style as individuals as well as a team. They were not afraid to show their own vulnerability. As transformation leaders they were clearly leading by example and acted as role models. They breathe perseverance as change doesn’t happen overnight and they remained very authentic by sharing how they also transformed personally as a result of the business changes. Key lessons they shared were “start with the who and then with the what”. “Don’t start the change at the middle management level but rather at the top. Finally they stressed the need to keep the current business running, to develop your leadership, to bring focus to your portfolio and to re-define the relationships with your customers.

After a short break during which the guests exchanged their personal experiences at transformation and got to know each other, Bercan facilitated a question and answer session that led to a very lively and insightful dialogue. NGL International’s partner Wim Dufourné then presented a summary of the key take away’s and briefly introduced the mission and ways of working of NGL International.

Next guest of honor is Herman Tjeenk Willink, Minister of State on September 10, 2019 and Helen Mets, President Resins & Functional Materials DSM on the 31st of October.