Think-over to Makeover

My journey in the world of communications kicked off with a friend asking me to organize something special – an event tailored for global event organizers. When Tieu Yen Trinh "summoned" me to a gathering described as "unlike anything I've ever attended," I'll admit, skepticism crept in ("I haven't seen anything yet," I thought). However, bidding Trinh farewell at the end of the day, I told her The Makeover a bona fide success. It was an event like no other, tailor-made for HR and talent management professionals in Vietnam. The speaker lineup, featuring global heavyweights like Andreas Ekstrom (the showstopper) and Dr. Son Do Lenh (whom I just got acquainted with), not to mention local luminaries like Brook Taylor of Vina Capital and Tri Thong Le of PNJ—CEOs addressing an HR-focused conference—is unprecedented in Vietnam. A few months back, I was banging the drum about HR seizing a strategic role, grabbing a seat at the executive table. The Makeover event has been a game-changer in that regard.

There's a wealth of lessons from this conference, so let me quickly share a few highlights that struck a chord with me. Andreas's keynote was a summit experience, offering a sweeping view of digital life, delving into how we could be swayed and the perils of succumbing to the digital realm's manipulation. His fascinating exploration of the seven ways the world could be ruled by "tech barons" resonated with the eerie vibe of the Netflix hit Black Mirrors. It's both spine-chilling and thought-provoking. Yet, from a different angle, these are also the opportunities we can seize.

Dr. Son Do Lenh's take was my second favorite. His take on "innovation" was not groundbreaking, but the way he flavored old concepts with stories, metaphors, and diverse perspectives was charming and inspirational.

The third perspective I vibed with was Le Tri Thong's. Thong effortlessly weaves the expertise of a business management consultant with that of a hands-on business leader in the trenches. Being a practitioner rather than a consultant, with experience in both international and Vietnamese contexts, Thong's practical approach to innovation is highly relatable. "Foreign businesses are like big corporations, well-funded, with support structures. When they innovate, it's like brake surgery – cutting parts and stitching them up, waiting for the body to heal. But Vietnamese businesses are mostly SMEs or mid-sized. If we do that, the company may not recover. Therefore, the dissection process must be a series of small surgeries, endoscopic surgeries, gradually addressing each part, pre-designed," explained Thong. His wrap-up of the innovation journey and the potential pitfalls, all cleverly tied to the event's name "Makeover," was humorous and sophisticated. "Doing a Makeover, we need to see if it's just a Make-up, and be careful, or else it could be Time-over and Game-over. So first, we need to Think-over."

Beyond these top three, there's a treasure trove of insights from other speakers. Brook Taylor of VinaCap not only painted a panoramic view and offered precious guidance for the business development of Vietnamese companies in 2024 and beyond but also dropped an intriguing nugget. He pointed out that while the world and foreign investors admire Vietnam's achievements, it seems like the Vietnamese lack the confidence to appreciate what they've accomplished. Ben Burrowes of the New Zealand education agency shared the concept of the "number 8 wire mindset." In the past, New Zealand farmers, facing challenges, used steel wire to fence livestock and, through ingenuity, created various tools. So, the Number 8 mindset is about being creative with the limited resources you have, rather than relying on imagination. Johan, whom I got to know through collaboration with HSC, brought back a saying I also love from Ray Dalio, "If You Worry, You Don’t Have to Worry." In essence, this aligns with a phrase I often use to teach crisis management, "Be concerned, have a plan, and once you have a plan, worry less."

The insights from directors of multinational companies like Unilever and AIA were fascinating too. Phuong shared Unilever's approach to innovation, building a "blended" approach when applying agile with squat teams, and outlined the four challenges for digital transformation and innovation: digital organization, digital culture, digital capabilities of employees, and a better understanding of digital consumers. However, the question about budgets for innovation in multinational companies seemed a bit off the mark. The story of where the money comes from for innovative ideas is perhaps more pertinent to Vietnamese companies.

There's probably much more that I've overlooked, but in essence, what I've gained from this conference has given me plenty to mull over, leading to changes and a reassessment of the strategy for 2024 and many years to come. Kudos to Trinh and this grand feast of knowledge.