For the last 2.5 long time , the 52 - year - old Michel Zaat has been General Manager at Marginpar . The vision of Marginpar was the biggest gun trigger for Michel to conjoin the company . Michel : " Marginpar has a very clear and appealing vision , which Rob ( Koning , MD ) and Kiki ( Richard Fernandes , CEO ) developed together . "
The strategy behind how to realize vision is divided into several pillars : build a strong sword , with a unique compartmentalisation , through consistent quality while get together with strategic partners , and above all , through masses empowerment . Michel : " The Marginpar Group has been a amalgamation organization since 2018 , where that imaginativeness and strategy must be put into pattern . How do you ensure that I+I+I becomes ' we . ' To make finance , product , and mart but also IT become one . Not just in the Netherlands but across the intact group . If you know the direction and the vision , you will see chance . How do you look at the market , how are you as an organization , and how do you set up your organization and processes ? Those are the questions that I find extremely interesting . "
Growth spurtsMarginpar is grow fast , with ontogeny spurts you could say . As Michel commit it : " We have called a fortune upon ourselves all at once . We are work up a whole unexampled IT package , the new building of our headquarters on the N201 is obviously not an easy task , and at the same time we are forge the organisation . Two years ago , we were very unlike , the squad was much smaller . In addition to team development , there are also more program , there is more structure , and more pressure . That involve a lot from our people . At Marginpar , we give literal room for development to our employees . I dare say that this is a alone party . That drive for exploitation comes from the top , and it has to , for it to have a fundamental place in the organization . "
The new premisesAnyone who visits Royal FloraHolland in Aalsmeer will have seen it : a new building is emerging along the N201 . " Our young office is an important piece of the mystifier we are put together . With this raw location , we have a forcible association to the marketplace . Thanks to a new product street , we are associate to the logistics of Royal FloraHolland and all the sales partners we have in Europe . The new building says a lot about our identity : an organisation that is unique , typical , and creative . There is plenty of way to encounter . supererogatory attention has been paid to the processing area , and our cold Ernst Boris Chain is flawless from front to back ; from the farms , the efflorescence go on condition conveyance , and they will arrive in our conditioned processing area .
This will further better quality because every time of day that the temperature is high than desire will touch on the vase spirit of the flowers . Mechanization facilitate us work more efficiently , for model , by construct pits into which the aircraft pallets ( containing boxes of flowers ) are lour so that we can work at a comfortable height . The logistics will become more efficient , and the chain hopefully shorter - at the front and the back . Now we are a hard post for our transporter to deliver a pallet at night in the darkness . The machine driver has to work with the forklift himself . Soon , this gadget driver will arrive at a nice loading dock with a roller path and an machinelike winch that pull out the palette straight into the cold shop . "
A dissimilar perspectiveWhen it comes to his plans , Michel does not cerebrate linearly forwards but rather backward . Michel : " You require to go from ' here ' to ' there , ' but I observe it peculiarly interesting to look back from ' there . ' If I want to get there , if that is the shared visual modality of the administration in two or three years , what steps must we take to get there ? That is a completely different view . That makes it interesting ! If you are go to work up a building , you should n’t recreate the current building , but you should be able-bodied to visualize and think : what will we ask in a few class if we are decease to be doing things that we are not doing now ? How are you snuff it to prepare that then ? With a building , it is very concrete and tangible . You do the same with an organization . How are you going to set up cognitive process , for exemplar , an IT system , in such a style that you endure things that we are not yet doing but should be doing ? What does that face like ? That is what I am looking at in special . With a team of people who know very well what they are doing . Who knows where we need to go . From sale , logistics , or parts we did n’t even do two geezerhood ago , like product management , portfolio direction , our market requirement squad … We were already unconsciously competent then , there was a group of competent people working very hard on the flowers , but now we are go next level . "
There is always a solutionThe positiveness that Michel bring is striking . In a job where a large part of the study revolves around big task and implement change , with always something not going as you would like , you may want that . Fortunately , Michel has plenty of it : " During a project you will always take on obstacle . But I swear that there will always be a resolution . And there is . From the team , from an unexpected angle or from people you might not have a bun in the oven . Every job you encounter can be bridge together . As long as you are clear about ' who are we ' , ' what are we doing it for ' , ' how are we participating ' . Marginpar is very distinctive in this . "
For more info : Marginpar[email protected]www.marginpar.com
