Vietnam’s roughly VND 2 quadrillion gap between bank lending and deposits is not only a banking issue. It changes the economics of corporate finance. When bank funding becomes more expensive while credit must continue to support growth, banks have less room for weak risk-adjusted returns. Lower-margin, less differentiated SMEs are likely to feel that pressure first through pricing, collateral requirements, tighter limits or more selective approval.
Vietnam’s planned consolidation of its public higher-education system comes at an important point in the country’s development. As Vietnam advances towards its ambition of becoming a high-income economy by 2045, competitiveness will increasingly depend on productivity, innovation, technology and the ability of Vietnamese companies to create and retain more value.
In many international organisations, the problem is no longer a lack of information. It is the failure to turn available knowledge into coordinated action. Language influences who contributes, whose expertise carries authority and whether local insight reaches a decision with its meaning intact. This VIET TA article explains why multilingual capability has become part of organisational performance — and what leaders, HR functions and universities should do differently.
This executive essay examines why institutional capability – not operational efficiency alone – determines organisational resilience. It argues that crises do not create capability; they reveal whether governance, decision-making and leadership systems were built before disruption occurs.
Resolution No. 10 is often discussed through the lens of localisation. The more important question for executive teams is whether organisations are building the leadership, decision-making and organisational capabilities required for Vietnam’s next growth phase.
This Executive Insight argues that HR strategy, leadership development and capability building should be treated as core elements of enterprise performance, not as isolated people initiatives.
Founder‑led success is a powerful advantage in early‑stage businesses, but it can become a bottleneck as complexity grows. This paper explains how founder dependence emerges, how it affects governance and performance, and what families, managers and investors need to see to trust the organisation’s future. It outlines a practical transition path that strengthens institutional capability without diminishing the founder’s influence. The goal is controlled institutionalisation—moving authority only where capability and information can support it.
Expanded financial flexibility can help Vietnam’s banks and companies finance longer investment cycles, but its real value will depend on disciplined capital allocation, transparent execution and stronger cash-flow performance.
When companies grow quickly, success can hide rising organisational fragility. This article explains why founders must move from personal control to institutional control by clarifying authority, strengthening management accountability and building structures that allow growth without constant founder intervention.
Succession in Vietnam’s family businesses is not simply a change of title. It is a managed business transformation that protects the founder’s legacy while building the leadership, governance and management capability needed for the company’s next stage of growth.
Vietnam’s Resolution 10 marks a shift from attracting FDI to demanding measurable value creation. For business leaders, it signals a new standard: management quality will increasingly decide who benefits from Vietnam’s next growth phase.
