In a recent contribution to VTV4’s The News, VIET-TA discusses what this transition requires and why governance capability, technology infrastructure and institutional coordination will become increasingly important as Vietnam moves toward a higher-value industrial model.
What determines technological competitiveness: the amount of knowledge a country creates – or the speed at which that knowledge becomes capability?
China is tightening the links between universities, research and industry. Vietnam is simultaneously reshaping important parts of its science, technology and innovation system. Europe and Germany approach the same challenge from a very different starting point: they already possess strong institutions, but often face friction between them.
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.
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.
Business decline does not start with insolvency. It starts when margins weaken, decisions slow down and leaders lose visibility. This article shows how owners and managers can detect early warning signals and act before cash pressure becomes a crisis.
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.
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.
