“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.

 

“It all begins with a common purpose” – Stephanie Miller, CEO Intertrust

The story of the transformation journey of Intertrust

On Tuesday 5th March, the first session of NGL International’s “The Transformation Dialogues” took place at the beautiful and inspiring headquarters of Dutch fashion designer and artist, Mart Visser, in Amsterdam.

Some 50 international executives saw Mart kick off the session by sharing some of his personal transformation experiences. He told his spellbound audience that in order to make a successful transformation journey you need to follow your dream, use your intuition, remain authentic and just get on with it by grasping opportunities and overcoming difficulties. Apparent setbacks actually offer wonderful opportunities. As Johan Cruyff, the Dutch soccer icon, used to say: “Every disadvantage, has it’s own advantage”.

NGL International’s guest of honour was Stephanie Miller, CEO of Intertrust, a global leader in providing expert administrative services to clients operating and investing in the international business environment. Stephanie was interviewed by the founder and managing partner of NGL International Bercan Günel about her transformation journey at Intertrust. Stephanie proved to be an energetic, open and engaging leader who was quite willing to share her own transformation experiences from the past and the present. Key ingredients of a successful transformation according to Stephanie are first and foremost a clear definition of the reason to change.

Creating a common purpose for the organization, restoring pride in the organization amongst its people and to create a true sense of belonging are prerequisites. Putting in loads of personal energy, reaching out to and recognition of individuals and teams are building blocks that coupled with role model behavior as a leader will unleash energy of others. Being accessible as a leader and willing to listen and ask questions enable people to work together on a clear strategy and purpose. Involving all stakeholders, being inclusive and having fun make the transformation journey a worthwhile experience and cause. Last but not least make sure that you stick to what you’re good at and never stop innovating will result in the necessary transformation. Whilst you’re at it never stop building consensus and allow people time to contribute to and digest the changes.

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 which led to a very lively and insightful dialogue. NGL International’s partner Wim Dufourné presented a summary of the key take aways and briefly introduced the mission and ways of working of NGL International.

Next guests of honor will include Jo Maes, CEO Ordina and Annemieke den Otter, CFO Ordina on May 15 and Helen Mets, DSM’s President of Resins & Functional Materials on June 18.

 

Trust is a non-issue from square one

Trust is a non-issue from square one

For a team to be productive, cohesive and ultimately successful, it is essential that the team members trust one another. That’s a matter of common sense, but what lies at the heart of it is our need for a sense of belonging. This is relevant at all levels of the organization, from the shop floor to the boardroom. And, in an environment of trust and safety, morale increases, productivity sees an upswing and the company’s product can become exceptional in its quality.

Everyone has a story

What I observe during my team coaching sessions, especially on the executive level, is that all team members come to the table with their own history. These individual histories include stories and experiences that range from pride in performance and appreciated know-how to backbiting and undermining, usurped ideas, and stolen thunder.
Such positive and negative aspects are a given within any team. But the question of belonging and trust is, in essence, a question of leadership. More specifically, the traits and quality of an executive are defined by how they deal with these group dynamics.

A bird sitting on a tree is never afraid of the branch breaking

I see too many examples of executives who mainly project previous negative experiences into their new surroundings and responsibilities – as if the negative traits are a given, at any time and in any place! This is a problem, because it makes trust and safety an issue at the boardroom level itself. And that presents a handicap in terms of leadership, as we tend to cultivate such feelings and issues by spending a lot of time, energy and other resources on managing them.

In all those cases, I advise executives to reflect on that trust (or the lack thereof) and ask themselves what is really driving the situation. Do they need to feel a safety net to operate in, and are they waiting for the team to provide it? Is it a matter of having confidence in their own abilities and performance? Why do they need to feel that safety net before they can open up themselves? Instead, why don’t we start by trusting the team and assuming their support unless proven otherwise? We could also say “it’s a non-issue” and assume our responsibility in pursuing our purpose and delivering performance.

Anticipating trust issues before anything happens will never give you the most effective results, because you’re blocking the team’s freedom from the very start. And simply put, that’s not how belonging works.

Feel the trust – in you

Can you take a calculated risk? Waiting for trust to grow “naturally” is a waste of time and your good energy. Instead, take your team’s trust and safety as a given, provide the leadership to let it flourish, and act in full confidence.
In the end, youare the executive – for a reason. Belonging starts with you. So take the dive. Feel the trust. You’ll do just fine, and maybe even better.

– Bercan Günel

 

Warmest thoughts and best wishes

As the year draws to a close…

You might not think so when you look at your news feed, but in many aspects, the world has never been a better place. Worldwide, hunger is at a historic low. Life expectancy is higher than ever, as is literacy. The amount and extent of the world’s armed conflicts is decreasing continuously.

Challenges of the future

But despite all of this, we experience a profound unrest and foresee big troubles. The trade wars, the degree of inequality between rich and poor, the gap between the elite and the rest, climate change, possible water shortages, plastic soup… these are all important factors, and they’re frightening.

Many governments and individuals alike are trying to address these issues as best they can. But there is a clear responsibility for companies and institutions as well. At NGL, we see that many organizations are struggling to balance two focal points in their activities and policies: on the one hand, traditional bottom-line management (some call it performance); and on the other, defining the organization’s basic purpose as an essential part of society.

Holistic solutions are wishful thinking in monoculture organizations

Such organizations have the best of intentions, but many are missing one essential point. The resources necessary to address these problems can only be accessed, attained, included, activated and captured through a suite of well-balanced holistic solutions. And, as long as the companies themselves are not diverse and inclusive in their nature, they will continue to lack the essentials to make the necessary transformation. In other words: as long as we remain grounded in a corporate monoculture and fail to embrace diversity, all attempts to make a significant contribution to society will go no further than wishful thinking.

An inclusive society is, by nature and by necessity, a diverse society. And a truly diverse organization represents all aspects of its ecosystem in a proportionate manner, in every possible layer.

Studies have shown that diversity starts at the top, where an organization’s strategy, culture and priorities are set. I would like to take that one step further and proclaim that organizations will always miss the basics of diversity as long as they don’t have gender diversity at the top. You can’t claim to be diverse if you don’t represent a critical mass of 50% of the population.

Performance vs purpose – you don’t have to choose

What does this mean for you? The good news is that diversity is sector-agnostic and proven to strengthen both a company’s performance and its sense of purpose. So, whether your organization is working on climate issues, or the circular economy, or improved mobility for all, or better technology for the whole planet—you are wasting time and resources if you don’t embrace diversity and inclusion at the top.

Diversity and inclusion at the top of the organizations is imperative for transformation

I can’t claim that this will solve all your problems. Diversity is not a panacea: there is always work to be done. We can do better, and we should do better. But I do claim that you won’t be solving any of these problems if you don’t make diversity & inclusion the priority it should be. The world may never have been better in some aspects, but that doesn’t mean our work is finished. If anything, it should remind us that we are on the right track, that ours is the good fight, and that we are all in this together.

Happy holidays!

Vacature – Directeur het Mondriaan Fonds

Het Mondriaan Fonds is op zoek naar een Directeur

Het Mondriaan Fonds is het publieke stimuleringsfonds voor beeldende kunst en cultureel erfgoed in Nederland. Het maakt plannen, projecten en programma’s mogelijk van kunstenaars, tentoonstellingsmakers en critici, musea en andere kunst- en erfgoedinstellingen en opdrachtgevers. Alle bijdragen versterken de productie of presentatie van kunst en erfgoed uit Nederland in binnen- en buitenland, waar de markt dit (nog) niet doet. Het Mondriaan Fonds vervult een belangrijke rol in het stimuleren van nieuwe ontwikkelingen en het ondersteunen van bestaande initiatieven op voornoemde terreinen.

Het Mondriaan Fonds is een ZBO gevestigd in Amsterdam en ontvangt zijn middelen van het ministerie van OCW. Het jaarlijks budget van het Mondriaan Fonds bedraagt ca. 31 miljoen euro. Bij het Mondriaan Fonds werken, verspreid over verschillende afdelingen, 40 medewerkers die uitvoering geven aan de regelingen en activiteiten. Het Mondriaan Fonds staat bekend als een open, laagdrempelige en betrokken organisatie.

Van de directeur wordt verwacht dat deze het beleidsplan voor de periode 2017-2020 onderschrijft en uitvoert. Een belangrijke taak zal zijn het vormgeven en uitwerken van het beleidsplan voor de periode 2021-2024.

Mondriaan Fonds. Foto: Ernst van Deursen

Kandidaatprofiel

Achtergrond

De gezochte directeur herkent zich in de doelstelling van het Mondriaan Fonds en heeft ervaring binnen of aantoonbare affiniteit met een of meerdere terreinen waar het fonds zich op richt. Deze persoon heeft bestuurlijke ervaring, kent het landelijke cultuurbeleid en heeft een goed netwerk in het culturele veld. De kandidaat heeft strategisch inzicht, ervaring met ontwikkelen van beleid, en met leiding geven aan een organisatie met een breed werkterrein.

Is in staat om een goed netwerk op te bouwen en te onderhouden zowel binnen de sector als bij het ministerie van OCW, bij andere overheden en overige betrokken partijen. De directeur werkt (inter)nationaal, beweegt zich met gemak in verschillende werelden/culturen, beschikt over een open houding en is (inter)cultureel sensitief en onderkent het belang van pluriformiteit.

Selectiecriteria

Zakelijke ervaring
Financieel/bedrijfseconomisch goed onderlegd. Sterk in zakelijke bedrijfsvoering. Heeft bewezen managementkwaliteiten en is vindingrijk en initiatiefrijk.

People management ervaring
Relevante leidinggevende ervaring in een creatieve en zakelijke omgeving. Inspirerend en motiverend en dienend naar de organisatie, stelt het belang van de organisatie altijd boven eigen belang.

Duidelijke visie op kunst en cultuur
Sterke affiniteit/ervaring met kunst en cultuur. Visie op de (inter)nationale kunst en erfgoedwereld alsook op de verschillende regio’s in Nederland, van hedendaagse beeldende kunst en erfgoed en zijn publiek (lokaal, nationaal en internationaal). Heeft oog voor ontwikkelingen en gevoel voor innovatie binnen het werkterrein van het Mondriaan Fonds. Durft buiten de gebaande paden te treden en is daar succesvol in. In staat het beleid en het belang van kunst en cultuur naar buiten toe uit te dragen en draagvlak binnen en buiten de organisatie te creëren.

Diplomatiek
Goede sociale vaardigheden; beweegt met gemak op alle niveaus en in uiteenlopende situaties. Tevens diplomatiek, politiek-bestuurlijk sensitief, met goed gevoel voor culturele verschillen en verhoudingen.

Procedure

Reacties en sollicitatiebrieven t/m 16 oktober a.s. gestuurd worden naar mondriaanfonds@ngl-international.com. Voor verdere informatie over de vacature kunt u bellen naar Bercan Günel van NGL International, 020-705 89 10.