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DoANH NGHtEp

Thd gidi dang bddc vdo mqt ki nguyOn mdi vdi
nhirng thay ddi phi thLtdng, trong d6 c6ng cu6c
' II chuydn ddi sd r6ng kh5p tr6n moi linh vUc, d6ng
.vai trd n6n tdng vd ld d6ng hJc cht dao d moi qu6c
gia. Trong k,i nguyCn vdi nhfrng thSch thfc vd cd h6i
chUa trJng c6 niy, c5c qudc gia vi doanh nghi6p c6
kh5t vong l6n, tEm nhin thdi dai vd chi6n lddc thrJc thi
s5c b6n c6 thd ldm n6n nhfng thinh qu6 ph5t tridn
vtldt b6c, V6y d5u li c6c d5c trr-ing vi xu thd ctdi ttray
ldn cta thdi dai? Nhfrng n6i dung cta n6ng t6m chi6n
h/dc mA c6c doanh nghiCp Vi6t Nam cEn hJu ,i trong
n6 luc ttridt kd vd tridn khai c6ng cu6c chuydn rtdi sd
cta minh ld gi?

rHdr DAr Ddr rHAy vA rrEr,r B0 BUOc NGoAr
rU rn0ruc HoANG DAr DrcH covrD-lg
Vdi tidn b6 vtldt b6c cta CNTT-TT chi trong mdy
thQp ki qua, thd gidi dd li6n tuc tr6i qua nhtrng ddi

thay mang tinh cdch mang, c6 6nh hUdng nhanh
ch6ng vi s6u r6ng ddn moi linh vUc cia ph6t tridn
kinh t6vd x5 h6i. Vio tti6p ki 1970-1980, moi ngUdi
ao u6c vi3 sU ra ddi cta mdy tinh cd nh6n vi stJ hi6n
x.
di€n cia n6 d m6i gia dinh hay bin ldm vi6c. Di6u
rJdc ndy dE nhanh ch6ng thinh hi6n thUc v6i stl ra
ddi cta Microsoft nhrJ m6t bidu trJdng. Vio th6p ki
1980-1990, moi ngr-tdi Udc ao drloc li6n lac v6i nhau
vi ti6p c6n tdi kho tri thfc c0a nh6n loai d moi ndi,
moi hic v6i tdc d6 tr?c thdi vd kh6ng t6n phi. EiEu Udc
ndy c0ng nhanh ch6ng trd thdnh hi6n thUc vdi sU ra
ddi cta Internet vi Google trd thdnh m6t c6ng ty
bidu tUdng. Vio th6p ki 1990-2000, moi ngrtdi rJdc
mu6n c6 c6ng d6ng ri6ng dd chia s6 th6ng tin, ki6n
thrlc, vd ngubn ltlc. DiEu Udc ndy cfing de trd thanh
hi6n thfc v6i cdc c6ng ty bidu trrdng nhU Facebook,

Uber

vi

AirB&B. Ngdy nay, chring

ta dang

nu6i

uer vA cONG cuQc cHUyEN o6l s6

world is entering a new era with the extraorTh" dinaV
changes in which the widespread digital
II transformation
in all sectors and all countries

play

a fundamental role and is the leading

driver.
Governments and enterprises with high aspirations/ era
vision, and high enforcement strategy can make gigan-

tic development achievements in an age with unprecedented challenges and oppoftunities. So what are the
major characteristics and trends of change of age?

What are the contents of the strategies that
Vietnamese enterprises should be noted in their efforts
on designing and implementing digital transformation?

TIMES OF CHANGE AND LANDMARK PROGRESS
FROM THE COVID-lg PANDEMIC CRISIS
Thanks to the tremendous advances of the revolution of ICT, only over the past few decades, the world
has constantly undergone revolutionary changes, having fast and in-depth impacts on all areas of socio-economic development. In the 1970-1980 period, people

wished for the personal computer's advent and its
presence at every home or desk. This wish quickly
became true with the advent of Microsoft as a symbol.

In the 1980-1990 period, people wished to contact
each other and access humanity's knowledge base
anywhere, anytime, with instantaneous speed and no
cost. This wish also quickly came true with the advent
of the Internet, and Google became an iconic company. In the 1990-2000 period, people wished to have

their own community to share information, knowledge, and resources. This wish also turned into reality
with iconic companies Iike Facebook, Uber and AirB&B.

Today, we are cultivating the desire

to develop a

smart society. Of the figure, the rapid advance of digital technology will bring in great, comprehensive and
63


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VIETNAIVI'S ENTERPRISES ON THE ROAD OF DIGITAL TRANSFORIVIATIONS

dLrdng khdt vong x6y drJng m6t xE h6i th6ng minh.
Trong d6, tiSn b6 nhanh ch6ng vE c6ng ngh6 s6 sE
dem lai nhfrng ldi fch ldn lao, todn di6n, s6u s6c hdn
th6ng qua c6ng cu6c chuydn ddi sd dang vir sE di6n

ra ngdy cdng manh mE d moi doanh nghi6p,
phUdng, linh vUc kinh td - x5 h6i

Dai dich covrD-1g kd

'

vi

'

H5n

(Trung Qu6c) vio cu6i n5m 2019 de g6y tdn hai to l6n
vE cu6c sdng vA hoat d6ng kinh td d hEu h6t c5c qudc
gia. Thd nhulng, n5 cfing la m6t chen d6ng chr/a tilng
c6, tao n6n brl6c nhiy lUdng tril trong chuydn ddi sd,
tr6n moi m5t crha cu6c s6ng x5 h6i. Kh6o s6t g6n ddy
cia c6ng ty ttl vdn McKinsey(1) cho th6'y chuydn ddi sd
trong doanh nghi6p n6i chung dd dUdc ddy nhanh tU

3-4 ndm so vdi k!,vong truldc khi

more profound benefits through the digital transformation process that is ongoing and will take place
more and more strongly in all enterprises, localities,
Socio - economic sectors and countries.

dia

qudc gia.

tir kht bing nd d v0

xiy ra dai dich.

Trong d6, b5n hlng trrlc tuydn, phrJdng cdch giao ti6p
vdi khdch hdng, vir tim hidu dEu ttJ vdo c6ng ngh6 s6
m6i nh6-t dd n6ng cao hi6u qui kinh doanh vA hi6u lUc
quirn tri ld nhtng linh vUc c6 tiSn b6 nhdy vot.
Mdc dir ldi ich mA chuydn ddi s6 mang tai rat tii:m

ting vi dai dich COVID-19 di tao m6t crj hich dic
bi6t, mfc d6 s5n sing cho chuydn ddi s6 v5n con
vddng nhi6u rao c6n kh6ng de vuidt qua, trong d6, tU
duy vi th6i quen cfi thito'ng lA lt.lc cin v6 hinh c6 sftc
y rdt tdn. Kinh nghi6m lich sLt cho thdy nhirng trd ngai
niy thrldng xudt hi6n khi thd gi6i dr?ng trUdc nhltng
ti6n b6 vddt b6c v6 c6ng ngh6. ChEng han, vAo d6u
thd ki 20, nhi6u thinh phd l6n nhU London, New York
v5n lim quy hoach ddi han dlta tren gid dinh vii nhip
d6 tdng nhanh cta xe ngua vd nhu c6u ngLta kdo.
ThSm chi, nhi6u chuy6n gia cho ring xe hdi s6 kh6ng
thd tro n6n phd bidn vi t6c d6 cdra n6 qud nhanh, g6y

nguy hidm chdt ngr-ldi, kh6 dl/dc xd h6i ch6'p nh6n.
Mdt s6 kh5c thi dUa ra l1i do
r6t kho tuydn dung
dudc ldi xe bdi ngh6 niy ddi h6i mdt sd ki n5ng vi
phdm ch6t d5c bi6t. Ngiy niy, c6ch tr/ duy niy v5n
thLldng thei d khSp ndi khi th6 gidi chuydn sang thdi
dai CMCN 4.0.

li

The COVID-19 pandemic, first seen in Wuhan
(China) in late 2019, has caused great losses to life
and economic activities in most countries. In addition,
it has also been an unprecedented shock, creating a
quantum leap in digital transformation in all aspects of
social life. A recent survey conducted by McKinsey
shows that digital transformation in enterprises, in
general, has been accelerated for about 3-4 years
compared to the pre-pandemic expectatlons. In particular, online sales, ways to communicate with customers, and investment in the latest digital technology to improve business efficiency and governance
effectiveness are areas with significant advances.
Although digital transformation benefits are
potential and the COViD-19 pandemic has made a
special push, the readiness for digital transformation
still has many barriers that are not easy to overcome,
In which old thinking and old habits are often nvisrble forces that have incredible inertia. Historical experience shows that these barriers often alse when
there are significant advances in technology in the

ti

n6 lrrc d6u td

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world. For example, at the beginning of the 20th cen-

I

tury, many big cities like London and Nelry York still
did long-term planning based on the assumption of

!

chariots' rapid growth and the demand for draft horses. Even many experts believed that cars would be
impossible to become popular because their speed
was too fast, causing a fatal danger, making cars dlfficult to be accepted by society. Others said it was

I

to recruit drivers because it requlred
some special skills and qualities. Today, this thinking
challenging

way is still commonly seen everywhere as the world
moves into the 4iR age.

1

1

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Digital transformation is not simply an effort to
Chuydn Adi sd fn6ng ddn thubn

;

invest in the application of information technology, but

1

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(ti McKirsey (2020)

I

(1)

McKinsey (2020)

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64

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DoANH NGHrep u$r vA cOruc cuQc cHUyEN o6t s6

tin mi ld m6t c6ng cudc
bi6n todn di6n vd s6u s5c nhim khai th5c tdi da
sfc manh thdi dai vd ti6n b6 cdng ngh6, tit d6 n6ng
cao hi6u qui, s[fc canh tranh vi ki6n tao n6n ting c5n
r?ng dung c6ng ngh6 th6ng

it is a comprehensive and profound transformation to

cii

exploit the power of era and technological progress
fully, thereby improving efficiency, competitiveness

b6n cho hdnh trinh phdt trldn l6u ddi. Vi vQy, th6-u hidu
todn c6u vA n6ng tEm tU duy chiSn [fdc d6ng vai trd

dic bi6t quan trong trong cir c6ng

vi6c thi6t k6 l5n

and creatlng a basic foundation for a long-term development journey. Therefore, global insight and upgraded strategic thinking play a pafticularly impoftant role

in designing and implementing digital transformation.

tridn khai c6ng cu6c chuydn ddi sd.
UN

DERSTAND GLOBALIZATION TREN DS

THAU HIEU XU THE TOAN CAU
Cuc di6n phSt tridn toin ciu dang drJdc dinh hinh
bdi nhffng xu thd chi dao, trong d6 c6c doanh nghi6p

c6n ddc bi6t thau hidu tdm xu th6'dddi d5y khi xem
x6t m6i quy6t dinh d6u tLr cho muc ti6u ph5t tridn
trong tUdng lai.

Xu th6'7: Cdc bi6n d6ng toin c6u ngiy cing dfr
d6i, kh6 ludng, ddi h6i m6i qu6c gia vir doanh nghiCp
ph6i h6i dt ba diEu ki6n: t6m nh)n xa, ,i chi c6i cSch
manh mE vd ,i thr?c gia cttdng n6n m6ng dd vtng
ving trUdc cdc cri s6c kinh td vd moi x5o d6ng trong

vi toin cEu. Eai dich COVID-19 lir m6t minh
chfng hidn hi6n v6 quy m6 vi tdc hai cia nhfing bi6n
khu vrJc

d6ng kh6 ai c6 thd tudng tudng drtdc tnjdc khi n6
xudt hi6n. vE kinh t6, dai dich CovID-19 dd g6y n6n

kh0ng ho6ng kinh td toin cEu vi h6u hdt cdc nUdc
rdi viro suy thodi kinh td trEm trong trong ndm 2020.
NhrJ chi ra d Bdng 1, t5ng trrJdng GDP n5m 2020 dEu
th6-p hdn nhiEu so vdi ndm 2019. Hdn nfra, trtt Vi6t
Nam vd Trung Qu6c, niln kinh tdcSc nu6c d6u b! suy

gi6m ndng nE trong n5m 2020, nh6't li Philippines (9,5o/o), An d6 (-8olo), vA Th5i Lan (-6,1%). K6t qu6
ld, t5ng trddng binh qu6n ndm ndm giai doan 20152020 cta ciic nrJ6c cl6u th6'p hdn so v6i giai doan
2010-2015. Vi6t Nam ld nt/6c duy nh6't c6 st-t suy
gi6m kh6ng d5ng kd (tt 6,20/o xudng 6,10lo) ld nhd

The face of global development is being shaped by
main trends in which enterprises need to have special

insight eight trends below when considering each
investment decision for the development objective in
the future.

Trend I; Global changes are increasingly intense
and unpredictable, requiring every country and
enterprise to have to meet three conditions; long
vision, strong reform will and awareness of reinforced foundations to be resilient to economic shocks
and all regional and global upheavals. The COVID-19
pandemic is a testament to the magnitude and harms
of unprecedented disruptions. In terms of the eco-

nomic aspect, the COVID-19 pandemic caused

a

global economic crisis, and most countries fell into a
severe recession in 2020. As shown in Table 1, the
GDP growth in 2020 was much lower than in 2019.
Moreover, except for Vietnam and China, all coun-

tries' economies experienced a severe decline in
2020, especially the Philippines (-9.5o/o), India (Bo/o), and Thailand (-6.1%). As a result, the annual
average growth rate for the 2015-2020 period of all
countries was lower than that of the previous fiveyear period, 2010-2015. Vietnam was the only country seeing an insignificant economic growth rate
decrease (from 6.20/o to 6.1%) thanks to efforts to
increase growth in four years,2016-2019, to approx-

n6 lrrc n6ng cao mr?c tdng trrJdng trong bdn n5m
20L6-20L9 l6n mr?c xdp xi 7o/o trrJdc khi dai dich nd
ra. Klnh nghiOm niy cho thdy, tranh thrl tdi da dd
tSng t6c phSt tridn khi thu6n tdi te m6t chi6n tUdc
quan trong 0d c6 thd giff dUOc srlc bEn vfrng khi
khtng ho6ng 6p tl6n.

imately 7o/o before the pandemic out-broke. This
experience shows that taking full advantage to accelerate development in case of favourable conditions is

Xu thd 2: GEn k6t todn cEu vd khu vr-tc, m5c dir
trii qua kh6ng it tr5c trd, sE ngiy cing s6u

Trend 2,' Despite facing many difficulties, global
and regional integration will be increasingly deepened

cdn ph6i

an important strategy to be able to maintain sustainability when there is a crisis.

65


VIETNAIVI'S ENTERPRISES ON THE ROAD OF DIGITAL TRANSFORMATIONS

t
s5c, kh6ng chi trong thfdng mai

vi

d6u tU mi

cd

trong du lich, vdn hda vi nh5n thfc xd h6i. Mdt trong
nhilng thLl6c do v6 d6 h6i nhAp c0a m6t qudc gia vio
n6n kinh tdtoen c6u li ty trong cta tdng gi6 trithUdng
mai trdn GDP. NhrJ chi ra d B6ng 1, Vi6t Nam li m6t
nddc c6 d6 h6i nh6p cao vdi ty trong tr6n 210%, chi
d[/ng sau Singapore (cd ty trong 319%). Di6u niy cho
thai, Vi6t Nam dUdc hLrdng ldi r6t ldn nhLlng c0ng s6
chiu nhtng thilch thfc kh6 luong do d6 h6i nh6p s5u

in tourism, culture and social awareness/ not only

in

i

trade and investment. One of the measures of a country's integration into the global economy is its share of
total trade to GDP. As shown in Table 1, Vietnam is a
highly integrated country with a share of over 2100/0,
making Vietnam only rank after Singapore (with a
share of 319ok). This shows that Vietnam enjoys great
benefits but will also face unpredictable challenges
due to its deep integration.

c[ra minh.

Xu th€'3: Thd ki 21

ld "thd

ki tr6i day" cia

ch6u

Trend 3,'The 21st century is the "rising century"
Especially, China and India - each with

of Asia.

A. DEc bi6t, Trung Quoc va An D6 - m6i quo-c gia c6
xdp xi L,4 t,i ddn vi tO-c d6 tdng trLrdng cao hing ddu
thd gidi, sC nEm trong nh6m ba ni3n kinh td ldn nh61
th6 gidi trong c5c th6p ky t6i. NhU chi ra d B6ng 1,
c5c nddc ch6u A (kh6ng kd Nhet bdn) chi6m ty trong
xdp xi 1/3 quy m6 kinh td toAn cbu. V6i sU phSt tridn

nhanh ch6ng cta m)nh, ch6u A dang li d6ng ldc ch[r

largest economies in the coming decades. As shown in
Table 1, Asian countries (excluding Japan) account for
approximately one-third of the global economic size.
With its rapid development, Asia is the main driver of
global economic growth. With a population of nearly

dao thrjc ddy t5ng trUdng kinh td todn c5u. D6ng
Nam A, vdi sd d6n g6n 700 tri6u vi quy m6 kinh td
hi6n tai xdp xi An D6 vi Nh6t B6n, drJ ki6n sC t5ng
quy m6 kinh td l6n hdn b6n l6n trong ba th6p ki tdi.
Vi v6y, c5c doanh nghi6p Vi6t Nam c6n h6t sfc khai
thSc sLl tr6i day cira Ch6Lr A vA su ldn manh cta n6n
kinh t6 D6ng Nam A trong chidn lLIdc ki6n tao tuidng

700 million and a current economic size that is nearly
equal to that of India and Japan, Southeast Asia is
expected more than to quadruple its economic size
over the next three decades. Therefore, Vietnamese
enterprises need to fully exploit Asia's rise and the
growth of the Southeast Asian economy in their future
development strategy.

lai

cia

approximately 1.4 billion people and the world's leading high growth rate, will be among the world's three

minh.

Trend 4: Urbanizalion will take place at a faster
Xu th64: D6 thi h6a
hdn. V6i

t'i

16

sE di6n ra vdi t6c d6 nhanh
d6n d6 thi t5ng nhanh vir d?t mfc tr6n

213 dln sd toirn cEu trong ba th6p ki tdi, quy hoach
vi quSn li dO thi sE d6ng vai trd c{c ki quan trong

trong vi6c quydt dinh ndng sudt lao dQng, chdt lUdng
sdng vd phSt tridn bEn virng cta m6i qudc gia. V6i Vi6t
Nam, quy m6 c5c thdnh phd hi6n tai dU ki6n s6 tSng
til 1,5 d6n 2,5 lEn trong ba thap ki tdi. ViCt Nam sE
c6 th6m nhi6u thinh ph6 c6 tr6n 1 tri6u ddn v6i ha
tEng hi6n dai, Do v6y, chi6n hJdc c0a m6i c6ng ty cEn
tinh d6n nhip cIQ d6 thi h5a nhanh ch6ng d Vi6t Nam
trong thdi gian tdi.
4.0 d5 vi dang di6n ra vdi
nhip d6 ngdy cing nhanh, 6nh hUdng ngdy cdng s6u
r6ng trong moi mdt cta nEn kinh t6 vd ddi sdng xd
h6i. Doanh nghiOp cEn ndm b5t cu6c CMCN 4.0 theo
ba hrldng ch0 dao sau; Hddng thr? nhdt ld tdng hi6u

Xu th€'5;

66

rate. In the context that the urban population is growing rapidly and will account for more than 2/3 of the
global population in the next three decades, urban

planning and management will play an extremely
important role in determining labour productivity,
quality of life and sustainable development of each
country. For Vietnam, cities' current size is expected to
increase by about t.5-2.5 times over the next three
decades. Vietnam will have more cities having more

than 1 million people with modern

infrastructure.

Therefore, each company's strategy should take into
account the rapid pace of urbanization in Vietnam in
the coming time.

CuQc CMCN

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Trend 5.' The 4IR has been happening at

an

increasingly fast pace, having more and more impacts
on every aspect of the economy and social life. enterprises need to grasp the 4IR in the three main direc-

I

t


DoANH NGHtEp uEr vA CONG cuoc cHUyEN o6l s6

qua ven hinh kd

ci

ph6n c[rng vd phAn m6m. Trong
d6, c5c c6ng cu qu6n l,i bdng phbn miim, tri tu6
nh6n tao (AI), r?ng dung di6n todn ddm m6y, tidp thi
sd, ngUdi m5y, cdc c6ng cu di6u khidn td d6ng, nhi

mdy th6ng minh, hi6n thitc Ao (VR)

vi

tions as follows: The first direction is to increase operating efficiency, including hardware and software. Of
the figure, management tools using software, artificial
intelligence (AI), cloud computing applications, digital

hi6n thUc

marketing, robotics, automatic control tools, smart

n6ng cao (AR) le nhtng c6ng nEh6 c5n dddc nghi6n
cftu dd [rng dung. HLrdng thf hai li khai thdc gi5 tri
tLl hi6u [rng c6ng hUdng vdi d6i tdc, kh5ch hing vi
c6ng d6ng x5 h6i. Cdc m6 hinh gEn k6t chia se, d6ng
s5ng tao, g6y quV dai ching Ii nhirng Ung dung dem
lai giii tri ldn trong thdi gian cr-tc nhanh. Hurdng thf
ba Ia ndng cao chdt lrJdng ra quy6t dinh trl thu thAp

factories, virtual reality (VR) and augmented reality
(AR) are technologies that need to be studied for
applicatlon. The second direction is to exploit the value
from the resonance effect with partners, customers
and the social community. The models of sharing, cocreating and crowdfunding are appllcations that bring
great value very fast. The third direction is to improve
the quality of decision-making from data collection and
exploitation and to make efforts to enhance the capability of analysis and learning. Vietnam is one of the
countries with high efforts in grasping the digital revolution. As shown in Table 1, compared to other Asian
developing countries, IT has rather deep penetration
and makes a rather great contribution to Vietnam's
economic growth (approximately l.0o/o in the 20102018 period). Moreover, investment in digital transfor-

vi

khai thSc hG thdng

dt

li6u vd n5 ltrc n6ng cao

n5ng ILlc ph6n tich, hoc hoi. Vi6t Nam lA m6t trong
cdc nUdc c5 n6 ILtc cao trong n5m b6t cu6c cdch
mang sd. Nhtlchi ra d Bing 1, so vdi cdc nrJdc ch6u
A dang ph5t tridn, CNTT c6 mftc th6m nh6p kh6 s6u
vi d6ng g6p kh5 cao viro tdng trito'ng kinh td cta
Vi6t Nam (xdp xi 1,0 7o trong giai doan 2010-2018).
Hdn nita, d6u td vio chuydn ddi sd sO td d6ng tfc
ch[r dao gi[p Vi6t Nam n6ng nhip dd vi tdc d6 t5ng
truldng trong thdi gian tdi. Nghia li, n6u Vi6t Nam

dat

mr?c tdng

trddng

nim tdi, dLf
ki6n it nh5t 1,0-!,So/o sG l;) do d6u tu vio chuydn d6i
7-8o/o trong 5-10

s6 mang lai.

Xu th6'6: D5n sd gia h6a. Do ty

16

sinh de thdp

ve tudi tho trung binh ngdy cing cao n€n d6n sd
nhi6u ntl6c, trong d6 c6 Vi6t Nam, dang gid di
nhanh trong c6c th6p k,i tdi. Thrlc t6' cho thdy, st?c
sdng tao vi sdng d6ng cr}a m6t d5n t6c s6 gi6m srit
khi m[rc d6 gii h5a dat ddn mrJc i/3 d6n sd c6 tudi

tr6n 65. Vi6t Nam hi6n dang d giai doan d5n sd
ving, nghia la ty trong lao d6ng tr6n t6ng d6n sd d
mfc cao. Tuy nhi6n, thu6n ldi nAy sG gi6m nhanh
sau khodng 20 ndm nfa. Vlo n5m 2045, Vi6t Nam
sG gii nht/ Nh6t Bin nim 2000. Titc tA n6u kh6ng trd
thinh m6t nU6c c6 mfc thu nh6p cao vio n5m 2045,
Vi6t Nam s6 d vdo tinh c6nh "gii trUdc khi gilu". Xu
th6 niy ddi h6i Vi6t Nam phii coi tdng tdc ph6t tridn
ld nhi6m vu d5c bi6t cdp b6ch. Do v6y, dAu tU vio
chuydn ddi sd la m6t phLrong cSch hi6u qud vi chidn
lUdc nhSt cho c5c doanh nghiGp vd toAn xd h6i dd
s5n sdng vdi tUong lai, khi ngu6n lao d6ng tre kh6ng
cdn d6i ddo vi x5 hdi ddi h6i m6t ch2't tddng dich vu
ngiy cdng cao.

to help Vietnam
increase the growth pace and growth rate in the coming time. It means that if Vietnam achieves a growth
rate of 7-8o/a in the next 5-10 years, investment in digitai transformation will contribute at least 1.0-1.5% to

mation will be the main driver

such growth rate.

Trend 6; The population ls ageing. Due to low
fertility rates and increasing life expectancy, many
countries, including Vietnam, are rapidly ageing in the
coming decades. In reality, a nation's creativity and
vitality will decrease when the population aged over
65 accounts for tl3 of the population. Vietnam is currently in the golden population period; that is, the
share of Iabourers out of the total population is at a
high level. However, this advantage will decrease rapidly in about 20 years, By 2045, Vietnam will be as old
as Japan in 2000. That is, if Vietnam does not become
a high-income country by 2045, Vietnam will be "old
before getting rich." This trend requires Vietnam to
consider accelerating development as a, particularly
urgent task. Therefore, investing in digital transfor-

mation is the most effective and strategic way for
enterprises and the whole society to be ready for the
future when the young labour force is no longer abun67


\
I

VIETNAIV'S ENTERPRISES ON THE ROAD OF DIGITAL TRANSFORMATIONS
i

l

l
I

I
'1

Xu th6'7: Phdt tridn bEn vfrng sE ngiry clng dtJ0c
coi trong ve trd thenh y6u c6u "s6ng cdn" trong moi
n6 lrrc phdt tridn. Trong xu thd niy, b6o vQ m6i

dant, and society requires an increasingly higher serv-

truidng, d5c bi6t Id chdt h-fdng nr/dc vd khis6 drl$c coi

Trend 7,'Sustainable development will be increas-

trong hing d6u. Cdc doanh nghi6p g6y 6 nhi6m sd

ingly respected and become a "vital" requirement in all
development efforts. In this trend, environmental pro-

kh6ng dr/dc rirng h6 vi nhanh ch5ng bi diro th6i trong
thdi gian tdi. BGn canh d5, d6u trJ viro ndng hJ0ng t5i

vi

di6n gi6 vir c5c c6ng ngh6m6 hinh kinh doanh h6 trd n6 lu(c niy sE c5 tEm 6nh
hUdng ngdy cdng l6n.

tao nhtl di6n m5t trdi

Xu th6'8: Tr5ch nhi6m x5 h6i sd trd thdnh m6t
-ldi thd canh tranh v6 hinh ngdy cing ldn. Trong xu
thd nAy, c5c doanh nghiCp c6 tri6t I'i kinh doanh
nh6n v5n, coi trong d5c bi6t ldi ich c6ng dbng vir
ngUdi lao d6ng tUdng dbng vdi gi5 tri dem lai cho
. khdch hdng vi cht d5u trl sE drJdc tUdng tht/dng
"xfng d5ng. Eic bi€t, c5c n6 lUc c6 hi6u qui nh5m
chung tay ctrng c6ng d6ng gi6i quy6t nhtng th5ch
thfc ldn c0a xE h6i s6 mang lai nhfng gi5 tri rdt l6n

cho doanh nghi6p. (Bdng 1)

rAc oQrue cOa cuQc cAcH

rfr riuc

MANG rHONG

TRUoNG KrNH rH vA

nrfu

rrN
quA

ice quality.

1

I
1

)
i
I

tection, especially the protection of water and gas
quality, will be of the utmost impoftance. Enterprises
causing pollution will not be suppofted and quickly
eliminated in the coming time. In addition, investments in renewable energy such as solar and wind

1

power and the technologies-business models that sup-

I

i

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1

i
1

I

port this effort will be increasingly influential.

I
1

Trend 8.' Social responsibility will become

an

increasingly great intangible competitive advantage.
In this trend, enterprises with humane business philosophy, attaching special importance to the benefits
of the community and employees as well as the value
brought to customers and investors, will be rewarded appropriately. In particular, effective efforts to
join hands with the community in solving major social

challenges

will bring great value to

enterprises.

(Table 1)

I

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1

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i
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i
I

l
i
)

!
I

i

KINH DOANH CUA DOANH NGHICP

'li

IMPACTS OF THE INFORMATION REVOLUTION

I
I

Cu6c cdch mang th6ng tin di6n ra trong m6'y th6p
qua dd vA dang tEo n6n nhffng bi6n chuydn c5n
birn trong ddi s6ng xd h6i. DEc bi6t, n6 d5, dang vi
s6 dem lai nhffng d6ng g6p l6n cho t5ng trUdng kinh
td
hi6u qu6 s6n xudt kinh doanh (SXKD) cria

ON ECONOMIC GROWTH AND BUSINESS PER-

l

doanh nghi6p.

changes in social

ki

vi

FORMANCE OF ENTERPRISES

I
1

The information revolution that has taken

place

over the past decades has been creating fundamental

life. It has especially brought outcontributions to the economic growth and

T5c tl6ng cria chuydn aldi

sdt6i tiing trddng kinh t6'

i.

standing
production, and business peformance of enterprises.

I
,]

I

t

\

TrOn tdng thd n€n kinh td, cu6c c5ch mang th6ng

tin 6nh hfdng t6i tdng trL/dng kinh td qua ndm

k6nh

chinh sau:

Thil nhdt,

Regarding the overall economy/ the information
revolution affects economic growth through the following five main channels:

n6 girip tdng hi6u

qui

SXKD vd hi6u ltJc

quin l,i doanh nghi6p.

Firstly, it helps increase production and business
performance and business management efficiency. In

hdng dEu,

pafticular, it helps reduce costs, expand markets, and
improve customer service quality. In which the cohesion of digital ecosystem development, online commerce services, social networks, automation, artificial
intelligence are top applications.

DAc bi6t, n6 gi[p giSm gi5
thirnh, md r6ng thi trtldng, vi tdng chdt hldng phuc vu
khSch hdng. Trong d6, stl g6n kdt hdp tdc phdt tridn
hO sinh th6i s6, dich vu thrldng mai trUc tuydn, mang
xd h6i, trJ d6ng h6a, trf tu6 nh6n tao lir cdc frng dung

6B

l


DoANH NGHTEn

u|r

Secondly, it dramatically increases the quantity
and quality of information and the ability to communicate, helping to make information and transaction

transparent in all areas - from environmental quality to

Th(l hai, n6 ldm gia tdng manh mE kh6i lrrOng vd
chdt hJdng th6ng tin, khi n5ng giao ti6p, li6n lac, gi(p
ldm minh bach th6ng tin vd giao dich tr6n moi llnh vUc
- tir chdt [ldng m6i trrldng ddn cim nh6n c0a khSch
hAng, ngrtdi d6n. Nhd v6y, moi hoat d6ng dUd.c giSm
sdt, phdi thu6c vi xrlr hi kip thdi hdn. Tr6n cd sd d6,
ldng tin x5 h6i sE drfdc gia crldng vi vi tdng trrldng
kinh t6 sE b6n vfrng hdn.

Thil ba, n6 gi(p doanh

nghiGp vir moi ngddi

vA cOrua cuQc cuuvEru o6r s6

customers and citizens' perception. As a result, all
activities are monitored, combined and handled more
promptly. On that basis, social trust will be strengthened, and economic growth will be more sustainable.

d6n

Thirdly, it helps enterprises and people greatly

' Bdng r; VIt[

NAM TRONG auc rRANr-r cHAu R: TANG TRUoNG KINH TE vA DoNG Gop cuA CNTT
fa&Te I,,VIETNAM IN ASI,AN PICTURE: ECONOMIC GROWTH RATE AND CONTRItsUTION OF IT TO THE GROWTH RATE
Lnt

so

VietNam, ln${+xia:

:

lrietnam,
TIng trutdng

GDP

2019

7,017.0

2020

)o/lo

Ivla-lai-xi-a,' Phi-lip-pin

I

Xnhgpl

Trury tu&:

lndsnesia,Malaysia

n5m 20'19 &2020

(n/in

4,3 I

4.3

I 6,0 /

6.0

,51

-9.5 :

1,3

I

5,41

1.3

2,3

-5.4

2.3

I

-6,11

-6.1

53

5,81

4,0 I 4.A
a

,f?

2,31

8,0

/

-8"0

2010 2015 v;201s-2020 {10)
201 0-201 5
201

6,1

5-2020

3,613.6

16.1,

4,514.5

I

3,0/3.0

7 ,9

17.9 : 6,8 I 6.8

1,s 11.5

:1,611.6

5,1

I

5.7

3,s

l1.5

100 d6n (201 9

-.-.'.........:_..'''.'.'--'''''''''''.-..

5r1

dung lnternet

703

I lnternet

200110

t74.3

60,1 /

Dien thoai thdng minh I 5rna* phone

71,9 I 71.9

116;1

Bing thdng cd dinh I

lJ,0 r ,J.C

8,6l&.6

FixeC

bandwirlth

1116.7

68,4

I

| (6R q4?/qd1

...._

50.1

88,2

,',88.2

56,8

68"4

14s;1

I 145.7

1M;1 11A4.7

95,4 195"4 37,s 131.5

25,9

125.9

13,21 13.2

28,5

3,213.2

128.5

34,5 134.5

1,3

/

1.3

0ong qdp b)nh quin vio ting

,$.qlemgel
Vdn CNTT / lT cepltal
V6n truydn thdng I Traditi0n

0,7 10.7

1,0

{apit*l

2,612.6

: 2,412.4 1,811.8 2,0t2.A 1,2t1.2

0,91A.9 .3,813.8

3,0

/

3.C

Din s6'(Tr. Ngttoi) I Populalion (ifi,llion recple)

GDPingudi (U5D) I (DPlpers*n (U50)
T! trong trong GDP toin cdu (70) , ::le:,:

18,341',]8.14

6,77 16.77

35,8 1:5.E

39,6139"6

out of global GDP (%)
Thuong maiiGDP (%) llradelfrDP (7c)

xuiit

khdu/GDP (%)

I irpo*s/6DP {%)

105A, 105"4

l

20,3 I 20.3

',

6B,t

I 6B.t 26,i 126"1

177;11W.7

64,9

I 54"9

19,1

119.1

19,8

/

!9"8

Ngu6n sd li6u: IMF (2021); WB (2020); UN (2020); WEF (2020); APo (2020)
Ghi chi: xTlnh todn cia tdc gid dqa t€n sd li6u APO (2020)
Souree"" IMr {2{}2i}; W8 {282A); U,V {:S:0} W€r QA20); APO {2020)
fiiofe; xCalruletion of fh* author based or f&e dafa frorn APA {2828)

69


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1

VIETNATVI'S ENTERPRISES ON THE ROAD OF DIGITAL TRANSFORIVIATIONS

i
i

tSng vLlo't bAc kh6 nSng ti6p cAn tdi tri th[tc to]n cAu
vd chia se f tUOng nhanh ch6ng, kip tho'i. Tidn b6 niy
th[c ddy hoc hoi vi s5ng tao, d6ng lLtc cht dao cta

increase their ability

to access global knowledge and

share ideas quickly and promptly. This progress promotes learning and creativity, a key driver of growth.

\
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!

ting trddng.
Fourthly, it helps to create a sharing economy

Tht tll, n6 girip tao ra n6n kinh td chia se vi c6ng
d6ng. Ngu6n ltIc trl moi ng6 ng5ch cta cu6c sdng xE
h6i dUdc g5n kdt v6i nhu c6u x5 h6i. Ca cung vi c6u
d6u tdng manh vdi sd lLrOng d6i dio vi chdt lddng
phong phri hdn. Uber, AirBnB, Crowdfunding.., ld
nhtng vi du dldn hinh. Theo kdnh niy, tSng trUdng
drJo'c tao ra til vi6c khai th6c hi6u qu6 trl t5c d6ng
c6ng hddng.

Tht ndm, nd giLlp nSng cao ch6t lUOng quy trinh
ra quy6t dinh, d5c bi6t trong ph6n bd ngubn lu/c. Theo

k6nh niy, t5ng trUdng dfdc tao ra
d6u tU, ph5t tridn.

T5c dQng cria chuydn ddi sd
doanh cira doanh nghiQp

til tdng

t6i

hiQu

hi6u qu6

qui

kinh

h5a ti6p thi vd k6nh ph6n ph6i (Digitization of market-

ing and distribution); (iii) 56 h6a hG sinh

th6i

(Digitization of ecosystems); (iv) Sd h6a quy trinh s6n
xu6i (Digitization of processes); vi (v) Sd h6a chu6i
cung [rng (Digitization of supply chains).

C6ng

ty

TrJ v6'n

McKinsey (McKlnsey, 2021), chuydn ddi sd mang lai
hing nghin ty d6 Ia ldi lch nhd t5ng hi6u qu;i qu6n

lf, tdng sdn lt/dng vi

gi5 tri, va giim chi phi vat tLt.
Bdng 2 tdng hdp U6c tinh c0a McKinsey vi3 lo'i ich ndy

cho m6t sd nginh mi kh6i ASEAN thu dtJdc ttl
chuydn ddl sd vio trL/dc ndm 2025. DUa tr6n sd li6u
nAy, ta c6 tfrd L/6c tinh ldi ich ma chuydn ddt sd c6
thd mang lai cho Vi6t Nam lA 1/10 so vdi tdng tdi ich
ma ASEAN thu dtJdc, C5ch ddc tinh nAy li th6n trong
vi Vi6t Nam c5 ty trong GDP ldn hdn 1/10 so vdi
ASEAN vi dang d nhip d6 ti6n tridn nhanh hdn mtJc
trung binh cta ASEAN ci v6 tEng trLtdng GDP vi d6u
70

and community. Resources from every corner of social
I

life are linked to social needs. Both supply and
demand increase sharply with more abundant quanti-

ty and richer

quality. Uber, Airbnb, Crowdfunding,
etc., are typical exarnples. Accordlng to this channel,
growth is generated from effectively harnessing the

r

I
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i

resonance effect.
I

I

Fifthly, it helps to improve the quality of the decision-making process, especially in resource allocation.
Accor(ing to this channel, growth is generated from
increased efficiency in investment and development.
Impacts of digital transformation on business
performance of enterprises

)

l
;

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I

:
i
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1

cu6c chuydn ddi sd theo n5m htI6ng chi dao
(McKinsey, 2017). D6le (i) Sd h6a cdc s6n phdm vd
dich vu (Digitization of products and services); (ii) 56

cia

;

i

Chuydn ddi s6 c6 t6c d6ng quan trong t6i n6ng cao
hi6u qu6 SXKD, C6c doanh nghi6p b5t tay vio c6ng

Theo LI6c tlnh mdi nhdt

1

Digltal transformation has a meaningful impact on
improving production and business performance.

Enterprises conduct digital transformation in five
major directions (McKinsey, 2017). These are (i)
Digitalization of products and services; (ii) Drgitization
of marketing and distribution; (iii) Digitization of
ecosystems); (iv) Digitization
Digitization of supply chains.

According

to

of

processes; and (v)

McKinsey's latest estimate

(McKinsey 2021), digital transformation brings in
beneflts worth trillions of dollars through increased
management efficiency, increased output and value,

and redLrced material costs. Table 2 summarizes
McKinsey's estimates on this benefit for a number of
industries that the ASEAN has gained from digital

transformation before 2025. Based on the data, we
can estimate the benefit that digital transformation
could bring to Vietnam is 1/10 of the total benefit
brought to the ASEAN. The estimated figure is conservative as Vietnam's GDP out of ASEAN's GDP is
more than 1/10, and Vietnam is experiencing higher
growth in both GDP and investment in digital trans-

formation compared to the ASEAN average.
According to the estimate, Vietnam can gain about

l
1

I


DOANH NGHIEP uer va cOruc

ttJ cho chuydn ddi s6. Theo rl6c tinh

niy, ldi ich

^* CHUYEN
cu 9C

USD 22-62.5 billion from digital transformation by
2025. (Table 2)

me

Vi6t Nam c6 tnd thu drJdc tir chuydn ddi sd trtrdc
ndm 2025 sE d mfc tit 22-62,5 t'i USD. (Bdng 2)

VIETNAMESE ENTERPRISES AND THE DIGITAL
TRANSFORMATION JOURN EY AH EAD

DOANH NGHICP VIET NAM

vA nenn rnirur|

cHUYEh odr s6 pnin rnrj6c

Vietnam's success

in

controlling

the

COVID-l9

pandemic has helped increase the country's position in
Vi6.t Nam trong kidm sodt dai dich

the international community. It also initially created

COVID-l9 dd gifp tSng vi thg det nut6c trong c6ng
dbng qudc t6. N6 cfing bd6c d6u tao n6n niEm tin r5ng
Vi6t Nam dang manh hdn khi ra kh6i dai dich vd c6
kh6 n5ng dat dLl-d. c nhfrng ti6n bg vrr-d. t b6c trong phSt
tridn kinh td vdo c6c ndm tdi, Chuydn Odi s5, h6i nh6p

the belief that Vietnam is stronger when it gets rid of
the pandemic and is capable of making signiflcant
progress in economic development in the coming

Thinh c6ng cta

years. Digital transformation, international integration,

qudc t5, vd ddy manh ciri cdch li ba dQng [tc c5n b6n
dd ViCt Nam c6 thd lem n6n nhtng k!' tich m6i. Trong

and accelerating reform are the three fundamental
drivers for Vietnam to do new miracles. In all of these
efforts, upgrading strategic thinking plays a very

toin b6 c5c n6 luc niy, n6ng t6m trJ duy chi6n lfdc c6
vai trd rdt ldn vi ,i nghia quydt dinh, d5c bi6t trong

impoftant and decisive role, especially in digital transformation.

c6ng cu6c chuydn ddi sd.

For business leaders, upgrading strategic thinking
Vdi lSnh dAo c5c doanh nghi6p, nSng tEm trJ duy

requires special attention to the following seven contents.

Bdng 2; LoI icH tjoc rfruH MA cHUyEN odr sd MANG LAr cHo MOT s6 rnu vuc KrNH rE cnu yEu cun rn6r
ASEAN TRTJOC NAM 202s (DON

ri

Vr;
USO;
3; ESTIMATED ET;\TTITs BROUGI-IT BY DIGITAL TR.ANJS{:O'{M,qTION TO SOMI MA]OR. ECOI\OMIC SrCIOR.5

XA&fE

Or TidE ASEAN BY 2025 {U|\IT: BiLuOt\
Linh vuc

i

USD)

&en*fits

Viat Namr.,

ASEAN

Idi thidu

N6ng hi0u qud quin
N6ng

hi_6u

qu6

lf

didu hinh sdn xudt / lmprove pr*durtian manaEem_ent effirienry

tl'l6l.bl

b1g_

/

improve equipmenr malntenanre efficienry

9udnS
N6ng hi6u quii sdn xuiit ndng nghidp 1,mpro,;e the erf:cierry oIagr111
Tdi uu hria qudn

l! tdn

Ndng hi6u qui Quin

l1i

proclurticil

vdn hlnh b0nh vi6n

toin

i

3,813.8
1,0

/

1.0

55

1,7 11.7

I

45

74

4,5 I

I lrnprove health and safely for employees

12

38

22

65

220

62s

effirien(y

khiiclOthers

Tdng sdlTotal

91

24,5 124.5

17

lmpreve hospital operdticn management

cho ngrroi lao ddng

245

10

kho / Cptrmize invent0ry managernent

N6ng cao sric khde vir an
Loi ich

16ya1

76
3B

:

4.5

9,1

t9.1

E1ll1

),) / ).)
7,4

t7.4

1,211"2

3,8

i

))i';')

6,5 15.5

22

62,5

3.8

/ 62,5

Ngu6n: McKinsey (2021)
Ghi chi: xLQi ich tldc tfnh cho Vi6t Nam dtdc tinh m6t c6ch cdn treng d mtc bdng 1/10 cia ASEAN.

Source; ${cKlnsey {202 i }

A/ofe"' xViefna,ryl's esfi,xafed &enefif rs ralcr/afed c*nservatively at a lev*l eq*a/ing ta L117 &ene$f of .456llAl
71

:


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{

VIETNAIVI S ENTERPRISES ON THE ROAD OF DIGITAL TRANSFORTVIATIONS

ll
I
I

chi6n ludc ddi h6i sU ch( trong d5c biQt tdi
dung dddi d6y.

biy

n6i

Firstly, it is necessary to clearty define a vision
and strategic position for enterprises in the
development journey ahead,

tridn phia trddc.

Srlc canh tranh vir phdt tridn c0a mQt doanh
nghi6p phu thu6c kh6ng chi vdo ngu6n lUc mi, quan
trong hdn, vio khd n5ng huy dQng vi tridn khai n6
m6t c6ch hi6u qu6 dd bi6n chring thdnh tht-tc h-rc phdt
tridn. Sfc manh cia doanh nghiGp do v6y phu thu6c
^
,rdt nhiEu sr; hidu bidt thdu d5o cta ngr/di lSnh dao vE
.hi6n gid ho dang d d6u, mudn di ddn d6u, dQng hJc
nio girip ho di nhanh nhet, thdch thfc nio ld cdt tir
tr6n hdnh trinh tidn l6n, vir dinh vi chiSn kJdc niro sE
dem lai cho doanh nghiGp sffc manh n6i sinh ti6m
tdng. Sr?c manh niy c6 thd t5ng l6n g6'p b6i vd bEn
vlfng hdn nhiEu ndu tEm nhin c6 srlc th6i thfic cao vi
dinh vi chiSn lfdc thd hi6n sU kdt hdp th6ng tu6 gifra
n5ng ltlc cdt l6i vdi xu thd thdi dai.

'

Tht hai, ki6n tao gi6 tr! cin ld mqc ti€u c6t l6i
chi dao.

vd ti6u chi

Gi6 tri md doanh nghiGp dem lai trr m6i nA hJc ph5t

tridn cta minh dUdc ki6n tao til vi6c n6ng cao hi6u
qui v6n hAnh, nSng c6'p hi6u [tc chidn lUdc vd thfc
ddy hi6u r?ng c6ng hUdng. N6ng cao hi6u qu6 v6n
hdnh t5ng ldi nhu6n vd giim gi5 thdnh. N6ng c6'p hi6u

[fc chi6n lUd.c gia cr]dng srlc canh tranh hi6n tai vi
tUdng lai, d{c biQt trong dEu trt vio nEn tdng phSt
tridn I6u dii. Thric ddy higu rlng c6ng hUdng ldm sdu
s5c mr?c d6 g5n kdt vdi khSch hdng, d6i tdc vA c6ng
dbng xd hOi. N6 lUc niy kh6ng chi tqo ra gi5 tri hfiu
hinh md c6 9i5 tri v6 hinh, girip doanh nghi6p c6 mQt
vi thd x5 h6i dr/dc tr6n trgng v5 ky vong hdn.

Tht ba, hidu rd trd ngqi chlnh ydu trong n6 tgc
di tdi thm nhin chi€n ltSc vd phrtdng cdch vtQt
qua n6.

The competitiveness and growth of an enterprise
depend not only on resources but, more impoftantly,
on its ability to mobilize and deploy resources effectively to turn them into a development force. The
strength of the enterprise, therefore, depends a lot on
the deep understanding of the leaders about where

they are now, where they want to go, what driver
helps them go the fastest, which challenge is the core,

and which strategy will bring potential endogenous
strength to the enterprlse. This strength can be multiplied and much more sustainable if the vision is highly motivating, and strategic positioning demonstrates
the smart combination of core competencies with the
trends of the times,

Secondly, value creation should be the core
goal and key criterion.
The value brought to enterprises from each of their
development efforts is created by improvlng operational efficiency, upgrading strategic effectiveness and

promoting a resonance effect. Improving operational

efficiency increases profits and reduces costs.
Upgrading strategic effectiveness reinforces current
and future competitiveness, especially in lnvestments
in long-term development platforms. Promoting a resonance effect deepens the level of engagement with

customers, partners and social communities. This
effort creates both tangible and intangible values,
helping enterprises have a more respected and
expected social position.

Thirdly, it is recommended to in-depth understand the main challenge in trying to come to a
strategic vision and how to overcome it,

It is difficult for an enterprise, no matter

how suc-

cessful it is, to continue to grow strongly in the long run

M6t doanh nghi6p, dil d5 thinh c6ng ddn ddu,
cUng kh6 ti6p tuc ph6t tridn manh mE trong l6u ddi
n6u kh6ng thdu hidu th5ch thr?c chlnh y6u mir doanh
nghi6p ph6i vU-{t qua tr6n hlnh trlnh'ph[a trr.tdc. Han
72

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Thir nhiiq xdc dinh rd thm nhin vd dlnh v! chi6n

Itl.c cho doanh nghiQp trong hdnh trinh ph6t

\t

without understanding the main challenges that the
enterprise must overcome in the journey ahead. Many
enterprises' weakness with a great aspiration is to rely

on resources and experiences that have made success

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DoANH NGHtEp vr$r vA cOrrrc cuQc cHUyEN

chd cr}a nhiEu doanh nghi6p c6 khSt vong t6n

ngubn lUc

ti 'i vdo

v)

kinh nghi6m ldm n6n thinh c6ng trong
qu5 khr? dd n6m b6t cd h6i m6i, trong khi xem nhe
nhfrng th5ch thfc ho s6 ph6i dUdng dEu vd vr-fd.t qua.
N6ng t6m chi6n [Jdc ddi h6i lSnh dao doanh nghiGp
cEn coi thSch thfc lA trung t6m dd huy tl6ng sfc manh
tdng hdp tir ngubn ldc hi6n c6 vi thdi cd mdi xu6t hi6n
nh5m vuot qua n6. Cdch tidp c6n ndy girip doanh
nghiOp di d6n tr/dng lai m6t c5ch vitng ch5c vir manh
mE hdn.

'

Thir tq coi trgng hgc hdi, ttdng tdc vd phdt
tridn hG sinh thdi.
ThAnh c6ng l6u ddi cta m6t doanh nghi6p tiry
thu6c rdt nhiEu vio n5ng h-tc vd n6 tuc hoc h6i cta c6
td chr?c. Hdn thd nffa, tSng mr?c dQ tudng t6c vd phdt

o6l s6

in the past to seize new oppoftunities while underestimating the challenges they will face and overcome.
Upgrading strategy requires business leaders to see
challenges as a focus to mobilize the total strength

from existing resources and emerging oppoftunities to
overcome them. This approach helps enterprises go to
the future in a more solid and powerful way.

Fourthly, it is recommended to attach importance to learning, interacting and developing
ecosystems,

The long-term success of an enterprise

heavily

depends on the capability and efforts to learn of the
organization. Moreover, increasing the level of interaction

and developing an ecosystem make it easier for enterprises to overcome challenges and seize opportunities.

tridn h6 sinh th5i gifp doanh nghi6p thu6n tdi hdn dd
vUdt qua thdch thfc vd n5m b6t cd h6i.

Three questions that should be asked when enterprises face a complex problem are as follows: Is it pos-

Ba c6u h6i n6n dLrdc d5t ra khi doanh nghiCp dfng
trUdc m6t kh6 khdn nan gi6i ti: Li6u c6 thd gi6i bdi
todn ndy bing n5 trc chuydn ddi sd? Thd gidi c6 bii
hoc hay kinh nghi6m gi trong gi6i quy6t bdi todn nAy?
D6u li ldi gi6i hay vi vtng b6n nhdt n6u cQng tt6ng

doanh nghiCp cirng chinh quy6n dia phUdng vi Chinh
pht dbng ldng chung srlc tim phr/dng k6?

sible to solve this problem by trying to implement digital transformation? What lesson or experience does

M6t vi du ddn gi6n iA vi6c thanh tra, kidm tra cta
c5c cd quan c6ng quy6n thUdng drlQc nh5c ddn nhrJ

m6t vdn nan kh6 vddt qua, cho dir Chinh ph0 dE c6
nhfng chi thi nh5m han ch6 tinh trang ndy. Vdi cdch
ti6p c6n tdng hdp n6u tr6n, c6ng CI6ng doanh nghiOp
cirng chfnh quyEn dia phrJdng vd Ch[nh pht c6 thd gi6i
bii to5n ndy theo cSch sau: Chinh phrl l6p m6t trang
web d5ng lci vd giSm s5t vi6c thanh tra, kidm tra tr6n
toin qudc, Vj vi6c thanh tra, kidm tra li cEn thi6t n6u

n6i dung d6 ld quan trong, minh bach n6n m6i cu6c
thanh tra cEn drldc ddng ki 16 danh sdch dodn thanh
tra vd ngtldi drlng tlEu doin, ddn vi dltdc thanh tra,
chrl d6, ngiy gid lim vi€c... Sau budi thanh tra, bi6n
b6n lim vi6c cEn dUdc lrJu gift tr6n trang mang ndy.
Ngodi ra, thdng k6 vE c6c cu6c thanh tra c6 tfrd drfOc
tdng hdp hdng ngiy dd b5o vE cdc cd quan ti6n quan,
d{c bi6t Id VEn phdng Chinh pht vd VEn phdng UBND
tinh. Cdc dia phrtdng c6 nhiEu thanh tra dem tai k6t

the world have in solving this problem? What is the
best and most sustainable solutlon if the business
community, local authorities and the Government
work together to find an answer?

A simple example is the inspection and examination of relevant agencies, often mentioned as a complex problem even though the Government has had
instructions to limit this situation, With the above-integrated approach, the business community, local
authorities, and the Government can solve this problem in the following way: The Government should set
up a website to register and monitor the inspection
and examination across the country. Since the assessment is necessary if the content is essential and transparent, each check should be clearly registered with a
list of the inspection team and the head of the group,
the inspected unit, subject, working days, time, etc.
After the inspection, the working minutes should be
kept on the website. In addition, statistics on reviews
can be compiled daily to report to relevant agencies,

especially the Government Office and Provincial
People's Committee Office. Localities having many
inspectors with good results should be praised, while
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VIETNAIVI'S ENTERPRISES ON THE ROAD OF DIGITAL TRANSFORIVATIONS

qua tdt cbn drJdc bidu drJdng, c5c dla phUdng vA
ngdnh c6 nhiEu thanh tra kh6ng mang lai kdt qui c6
,i nghia cEn gi6i trinh hdng th5ng. M6t khi nhfrng

every month. Once this information is transparent and

will decrease substantially.

Th(l ndm, coi trgng tinh minh bqch, stl trung
thtlc vd ldng tin cfia xd hdi.

Fifthly, it is necessary to attach importance to
transparency, honesty and social trust,

ytSi doanh nghiGp cEn gin gifr vd ndng cao tinh
minh bach, sLf trung thrJc vir ldng tin c0a xd h6i vdi

Every enterprise needs to preserve and mprove
the transparency, honesty and social trust with its

n6, doanh nghiGp s6m mu6n cUng sa
ItJc

'

localities and sectors with many inspections that do
not produce meaningful results need to be explained

th6ng tin ndy trd n6n minh bach vi drl{c giSm sdt, tim
hidu th6'u d5o, chdt h-fdng thanh tra, kidm tra sE t5ng
vd sd lUOng sC gi6m cin b6n.

^ doanh nghiOp cta minh. Nhfrng tii s6n v6 hinh niy vE
-l6u
dii c6 gi5 tri hdn moi loai tii s6n khSc vi khi m6't
vi tii

n5ng dbi

dio ddn ddu.

sft dil c6 ngubn

C5c doanh nghiCp

Vi6t Nam cEn coi cl6y lir m6t ldi thg canh tranh ddc
trUng cEn drld. c hdt sfc ch5m lo, phdt tridn trong n5
[lc ldm cht thi trUdng n6i dia cUng nhUth6m nh6p thi
truldng khu vtJc vd thd gi6i.

'

:I

monitored, studied thoroughly, the quality of assessment and examination will increase, and the quantity

enterprlse. These intangible assets are more valuable
in the long run than any other asset because when
enterprises lose them, they will sooner or later deciine,
no matter how abundant the resources and ta ents
are. Vietnamese enterprises need to conslder thls as a
distlnct competitive advantage that needs to be taken
care of and developed in thelr efforts to master the
domestic market as well as penetrate the reg onai and
international markets.

I

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i

Thil sdu, trdnh cdc cqm bdy chidin ltqc.Sirthly, it is necessary to avoid strategic pitfalls,

cii c5ch vila qua, nhi6u
dd ldm n6n nhffng k!'tich phSt

:

Trong hdn ba th6p lci
doanh nghiGp Vi6t Nam

tridn d5ng khSm phuc. Nhfrng thinh qu6 niy sE trd
thdnh nEn tdng vi dQng lrrc dd c5c doanh nghi6p tiSp
tUc ldm n6n nhlfng ki tich m6i, ldn lao hdn ndu vrt-d.t
qua drlQc ba loai cam b6y chi6n ludc: cam b5y ngubn

vi cam b6y thd hJc. Nhffng cam
cam b5y chi6n lUdc vi ndu m6c
ph6i n6, doanh nghi6p sE ket vio c6c didm mir chi6n
hldc vi trd n6n thi6u sSng sudt, th6m chi mir qu5ng,
trong c5c quydt dinh chiSn hldc.
h-lc, cam b6y ndng IUc

b5y niy drldc aoi

li

Cam b6y ngubn h,/c li6n quan ddn srJ ,i lai vio
ngubn fulc cld tao danh ti6ng trong khi coi nhe n6 luc
ki6h tao giii tri thr/c srJ, c6 tinh chiSn lUdc trong phSt
tridn l6u dii. Cam b5y n5ng hJc li srt cht quan, cho
rdng n5ng ldc xudt s5c minh dE c6 drfOc sE vCrng bEn
trong tUdng lai mi kh6ng thdy h6t sfc hriry di6t - sdng
tao gh6 g6m c0a su ddi thay. C6ng ty sin xudt gi6y
inh Kodak li m6t vi dU didn hinh. Cho ddn dEu th6p
hi 1990, ho v5n dtlng tlEu vE cdc phdt kidn sdng tao
li6n quan d6n gi6'y inh vd rdi vio didm mt chi6n [t-d.c
li inh ki thu6t sd sE kh6ng thd thay thd ho. Cam b5y

1

Over the past three decades of reform, many
Vietnamese enterprises have made remarkable devel-

opment achievements. These achievements r'/tll
become the foundation and driver for enterprises to
continue to make new and more significant successes
if they overcome three types of strategic pitfalls:
resource pitfall, capacity pitfall and power pitfall.

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These pitfalls are known as strategic pitfalls because if
they are caught, enterprises will get stuck in strategic

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blind spots and become unconscious, even indiscriminate, in strategic decisions.

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Resource pitfall involves relying on resources for
reputation while underestimating enterprises' strategic,

real value-developing efforts

in

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long-term develop-

ment. The power pitfall is the subjectivity, claiming that
the excellent capability that enterprises have acquired
will be sustainable in the future without seeing the
extremely creative destruction of change. Photo paper
maker Kodak is a typical example, Until the early
1990s, Kodak remained at the forefront in photo paperrelated innovations and fell into the strateqic blind spot

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DoANH NGHtEp

th6 lrrc li6n quan ddn danh ti6ng vd vi thd thi trurdng
doanh nghiGp dE c6 duoc tiI thAnh c6ng trong qud

khf. Cam b5y ndy thrldng drta ddn ba hidm hoa lir: sa

vio

nhfrng dU 6n ndng vE danh ti6ng nhdng t6n
thi6u thrJc t6; thich nghe ldi khen ngdi, gh6t
b6 ngUdi c6,f ki6n trung thr.(c nhrJng trSi chiEu; vd mdt
dEn kh6 ndng rrng ddp chi6n lUdc v6i sU ddi thay
nhanh ch6ng cta thi trrtdng vi c6ng ngh6.
lEy

vi

k6m

ufr vA cONG cuQc cHUyEN o6t s6

that digital photography would not replace them. The
power pitfall involves the reputation and market position of enterprises acquired from past successes. This
pitfall often results in three dangers: enterprises will be
bogged down in reputable projects that are expensive
and impractical; they like to hear praise, hate people

who have an honest but contrary opinion; gradually
lost the ability to respond to strategy due to the rapidly changing market and technology.

Thit bdy,

cin

c6 cdch tidp cQn tdng hep vd todn
diQn trong tri6n khai thrlc hi6n.
luc chuydn Odi sd cHn c6 cdi nhin toAn di6n vE
c5c thdnh td quydt dinh hi6u ldc cta todn b6 qud trinh

Seventhly, it is necessary to have an integrated
and comprehensive approach in implementation.

trt5

-

' niy.

C6ng

thfc drr6i d6y cho hO sd hi6u

sd Q trong

li

lrrc chuydn ddi

m6t cdch ti6p cdn:

^_(PxVxC
*-E

xE)

Digital transformation effofts need a comprehensive view of the key elements that determine this
entire process's effectiveness. The formula below for
the Q digital transformation validity coefficient is an
approach:

"-E

^_(PxVxC

Trong d6:
a

P (Pressure) chi 5p

trUdng canh tranh,

lt/c cta tinh thd ddi thay, m6i
ky vong cia x5 h6i. Thinh

xE)

In which:

vi

td ndy cing ldn khi ti6n b6 ky thuat clng nhanh,
m6i trudng canh tranh cing g6t, vd k!,vong c0a
xd h6i (ddc bi6t lA khdch hing tr6) cdng cao.

o

V (Vision) ld ffim nhin

o

C (Capability) Id ndng lt/c

vi ,f chicria d6i ngfi

o

P (Pressure) is the pressure from changing circumstances, competitive environment, and
social expectations. The higher this element is

when the technical progress is faster, the more
severe the competitive environment is, and the

lSnh dao.

higher social expectations (especially young
cta td chrlc, d5c bi6t

ti

customers) are.

kh6 n5ng cr}a d6i ngfi chiu trdch nhi6m hoach dinh

vi

thrJc thi chi6n

lrt-o.

c chuydn ddi sd Trong thinh

o

tnic td chfc vi cd ch6 bd nhi6m, khen
thr/dng cUng Cl6ng vai trd quan trong.
t6 niy,

a

cd'u

E (Enablers)

Ii

ship team.

o
c5c ydu

td khuydn tEo

C (Capability) is the organization's capability,

(chEng

especially the capability of the team responsible

han, chdt lUdng ha tEng th6ng tin, cd ch6chinh

for planning and implementing a digital transformation strategy. In this element, the organiza-

s5ch, n5ng ldc crla d6i t5c, ngubn cung

tli

chfnh vA c6ng ngh6...).

o

V (Vision) is the vision and will of the leader-

L (Legary)

li

di sdn cira cd chd cfi, d5c bi6l

tional structure and the appointment and reward
mechanism also play an impoftant role.
td

nh0trg c6n trd g6y n6n bdi trf duy, hO thdng phSp
l,f vd tQp qu5n d5 trd n6n tac h6u. H6 thdng thidt

bi qud cfi kh6ng tLrdng thich vdi c5c c6ng ngh6
sd mdi cfing ld m6t cin trd kh6ng nh6.

o

E (Enablers) is encouragement factors (for
example, the quality of information infrastructure, poliry mechanisms, capability of partners,
financial and technology supply, etc.).

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VIETNAIVI'S ENTERPRISES ON THE ROAD OF DIGITALTRANSFORIVIATIONS

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S (Selfishness) ld tinh fch ki c5 nh6n, ldi ich

nh6m, vi tQ nqn tham nh0ng. N6 lim mdt di
kh6 n5ng drJa ra nhfrng d6nh gid kh6ch quan
dd lua chon gi6i phdp tdt nhdt trong qud trinh

o

i

L (Legacy) is a legacy of the old mechanism,
especially the barriers caused by thinking, the
legal system and customs that have become

t
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out of date, The equipment system that is too
old and incompatible with new digital technolo-

chuydn Odi sd.

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gies is also a significant barrier.

Dd c6ng cuQc chuydn ddi sd thAnh c6ng, doanh
nghi6p cEn n5 ldc t5ng h6 sd hi6u ltrc Q v6i hai

thfc chrl ydu: ting tr? s6 vir gidm m5u s6. Vi6c
tdng tr? sd c6 thd dat dudc ndu t6ng m6i tnenn t6
trong b6n thinh t5: 5p hJc (P), tEm nhin (V), nSng [Ic
phrldng

(C) vA diEu ki6n khuydn tao (E). Vi6c gi6m m6u s6 c6
^ thd dat drldc ndu gi6m m6i thlnh td trong hai thinh
[6: di san cfi (L) vd tham nhUng (S). D'rEu c6n nhdn
'manh Id, n5 tuc tSng c5c thirnh td d t[r sd vi gi6m c6c
thlnh td d m5u s6 cEn drJdc phdi thu6c thrlc hi6n v6i

.

'

m6t chi6n

hJ-d.

c nhdt qudn

vi toln

di6n cirng vi6c n6ng

thlnh td trung t5m. M6t t6m
nhin ldn vd th6i th(c hdn sE t5ng 5p h"tc, n6ng cao
n5ng hJc nhd sfc manh tdng [Ic vd khai th5c t6t hdn

cao t'6m nhin d6ng vai trd

c5c diEu ki6n khuydn tao; trong khi loai b6 nhanh vA
quydt do6n hdn nhilng di sin cU vd kiEm ch6 ciic hinh

vi tham nhfing, fch lci.
Trong qud trinh chuydn ddi s6, m5i Or/ 5n tridn
khai c6 thd d6nh gi5 dda tr6n chi sd SMART sau d5y:
S (Strategic Objectives) ddnh gi5 vE tfnh hi6u

[Ic

c0a

cdc muc ti6u chi6n ltldc drldc lr,fa chon; M
(Monitoring) chi srl tfdng minh cta chi s6 gi5m s6t
kdt qu6 vir ti6n b0 dat drl$c; A (Accountability) chi c5
nh6n vA ddn vi chiu tr5ch nhiQm vE ti6n b0 c0a dr/ 5n;
R (Rethinking) dSnh gi5'mrlc ddi mdi tt/ duy - c5ch
nghi vA tinh d6t ph6 ifra dd 5n; T (Trust) ddnh gi5

o

S (Selfishness) is personal selfishness, group
interests, and corruption. It takes away the
ability to make objective assessments to

validity coefficient Q with two main methods: increasing the numerator and reducing the denominator, The
increase in the numerator can be achieved by increasing each of the four elements: Pressure (P), Vision
(V), Capability (C) and Enablers (E). The decrease in

the denominator can be achieved by reducing each of
the two elements: Legacy (L) and Selfishness (S) it
should be emphasized that the efforts to increase the
numerator elements and decrease the denominator
elements should be coordinated with a consistent and
comprehensive strategy and the enhancement of
vision as a critical factor. A more comprehensive and
more motivatlng vision will increase pressure, improve
capability through total strength and better exploit
enablers while eliminating more quickly and decisively
old legacy and curbing selflshness.

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In the digital transformation process/ each implementation project can be assessed based on the
SMART indicators as follows: S (Strategic Objectives)

of the

76

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In order to have a successful digital transformation, enterprises need to make efforts to increase the

cl6nh gi6 cho didm trl/ 1 (thdp nhdt) ddn 5 (cao nh6-t).
N6u dtI 5n c6 chi s6 SMART trung binh cao hdn 4,0,

Chuydn ddi s6 ld m6t c6ng cu6c ndng cdp toin
di6n kh6ng chi n5ng IUc sirn xudt kinh doanh mi c6
chi6n hJdc thich rlng vdi ddi thay cia thdi dai, dd
t5ng srlc canh tranh vi phdt tridn cta doanh nghi6p

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assesses

d6 li m6t drJ 6n rdt tdt vi cEn dtJdc rlu ti6n ddc bi6t
trong tridn khai thrJc hi6n. TrSi lai, ndu chi sd SMART
dU6i 3,0, dt.r 5n cEn dddc thi6t kd lai, th6m chi li loai
b6 ndu cEn thi6t.

I

choose the best digital transformation solution.

vio t5ng cUdng ldng tin c0a nh6n
vi6n vdi tUdng lai c6ng ty. tr6n m6i ti6u chi, ngUdi
cl6ng g6p cr}a dd 5n

i

J

the effectiveness of the selected strategic

objectives; M (Monitoring) indicates the transparenry

index

of

monitoring results and progress

achieved; A (Accountability) refers to the individual
and entity responsible for the progress of the project;
R (Rethinking) assesses the level of thinking innovation - the way of thinking and the breakthrough of the
project; T (Trust) assesses the project's contribution
to enhancing employees' confidence in their company's future. On each criterion, the evaluators mark
with points, ranging from a dead point of 1 (the lowest) to 5 (the highest). If the project has an average
SMART score of higher than 4.0, it is an excellent proj-

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DoANH NGHrep vrfr vA cOruc cuQc cHUyEN p6r s6

ca trong tru6c m5t

vi

l6u

dii. Vi vQy, n5

h1c chuydn

ddi s6 cEn n6t dEu bing nhtng nh6n thfc thdu d5o
vE xu thd ph6t tridn vd n6ng cdp todn di6n trr duy
chi6n lUdc trong c6c n6i dung trinh bdy d tr6n.l
Tdi liQu tham khdo

-

ect and should be given special priority in implementation. In contrast, if the SMART score is below 3.0,
the project needs to be redesigned and even eliminated if necessary.r

APO (2020) "APO Produdivity Databook 2420"

Digital transformation is a comprehensive upgrade
of strategy to adapt to the changing times in order to

McQnsey (2017) "The case for digital reinvention" (Tdc giit: Jacques Bughin, Laura LaBerge,

enterprises both in the short term and in the long run,

and Anette Mellbye).
McKnsey (2020) "How COVID-L9 has pushed
companies aver the technology tipping pointand transformed business forever"

McKinsey (2021) "Industry 4.a: Reinvigorating
ASEAN Manufacturing for the Future" (Tdc giit:

Imanol Arbulu Vivek Lath Matteo Mancini
Alpesh Patel Oliver Tonby)

increase

the

competitiveness and development of

not only production and business capacity. Therefore,
digital transformation efforts should staft with a thorough understanding of the development trend and
comprehensively upgraded strategic thinking in the
contents presented above.
h^a^-^^^^-

-

Ar0 {202{}) "APA Praductivity

-

t4cKinsey

-

Databoak 2424"
(2017)

Mcl(insey
"Ihe case foidigital reinvention" {Autkor: Jacques Sughin, Laura La3erge,
andAnetfe Mellbye).

{ZAZ\ "tlaw CC\/ID-L9

has pushed

cornpanr"es aver the technolagy tipping paint-and transfarmed business far*v*r"
ff'cKfnsey {2821} "Indwstry 4.A: Reinvigcrating
,4SfA,iV Manufactt;ring f*r the Future" {Authar:
trn"tano!

Arbulu Vivek Latk Matters Mancini

Alpesfi Fafel Oliver T*n by)

77