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.

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.

Vietnam’s growth story remains strong — but the environment for businesses is becoming more selective. As capital discipline increases and banks strengthen risk management, companies will increasingly be judged not only by growth potential, but by operational resilience, financial transparency, and execution capability.

This article explores why the next phase of Vietnam’s economic development may reward disciplined, adaptable companies more than rapid expansion alone — and why operational restructuring, liquidity control, and early strategic adjustment are becoming critical competitive advantages.

As Vietnamese companies continue expanding, many are discovering that growth alone no longer guarantees operational strength. Increasing complexity, fragmented processes and slower decision-making are quietly reducing efficiency and profitability inside organisations. The next competitive advantage may not simply be faster growth — but clearer operations, stronger execution discipline and the ability to scale without losing control.

Many Vietnamese companies are currently experiencing a subtle but significant shift: revenue remains stable, yet profitability weakens. Orders continue, customers are present, and operations stay active — but margins thin out, decisions slow down, and the familiar logic of growth feels less reliable. This is not a downturn; it is an in‑between phase where activity no longer guarantees economic stability.

Vietnam’s tourism is soaring in 2025 with 15.43 million international arrivals by September — a clear sign of post-pandemic recovery. […]

Vietnam’s recent reclassification (or imminent reclassification) to Emerging Market (EM) status is a historic milestone, a powerful global affirmation of […]

Not every crisis begins with a shock.Some start with silence — in meetings, in decisions, in leaders who carry too […]

US tariffs of up to 50% have struck at the heart of Vietnam’s furniture sector—an industry employing hundreds of thousands […]

Vietnam is at a turning point in higher education. Universities must consolidate, innovate, and build leadership and governance that match […]

In Vietnam’s rapidly evolving business environment, robust contingency planning is essential for sustainable success. This article offers Vietnamese executives and […]

In a world of mounting disruption, contingency planning is no longer a luxury. It is a core leadership responsibility. This […]

“Turnaround is not a therapy session. It’s Execution Over Talk, Hard Decisions, and Operational Rigor. Why ‘soft’ approaches fail in […]

Vietnam’s financial sector stands at a strategic crossroads. Decision 1058, issued in 2017, outlines a long-term roadmap to restructure credit […]

Resolution 198/2025/QH15: Quietly Recrafting Vietnam’s Private Economy   In May 2025, Vietnam’s National Assembly adopted Resolution 198/2025/QH15, formalising a reform agenda […]

Executive Summary  Transformation in Vietnam requires leaders who combine strategic clarity, cultural fluency, and emotional resilience. Coaching is no longer […]