The Dutch Vietnam Management Supporter no. 28
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Transcript of The Dutch Vietnam Management Supporter no. 28
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7/28/2019 The Dutch Vietnam Management Supporter no. 28
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In this issue:
The 28th DutchVietnamManagement Supporter
This magazine was first
published in March 2007. It is
digitally distributed among
my Vietnamese and Dutch
business & private associates.
Purpose: to keep them
informed about my activities
in Vietnam and overseas
This amazingly attractive andenergetic country has rapidly
conquered my soul, and
become my home away
from home.
Loek Hopstaken
P r o f . L o e k H o p s t a k e n
E m a i l :
l o e k @ h o p s t a k e n . c o m
M o b i l e :
090 888 9450
June 21, 2013
7th year, no. 3
What is your image?Activities June-July
12
What comes before
PerformanceManagement
3
Corporate growth??Picture timeRestoration pays offStrategic HRM
4567
Contact informationClients
8
Have you ever out-
performed yourself?Early June the Dutch conductor Maestro Jan Stulen (see
also DVMS no. 25) returned to Saigon to work for a week
with the HBSO Symphony Orchestra. Purpose: to prepare
their concert on the stage of the Ho Chi Minh City OperaHouse. The program offered a variety of classical music
genres: songs by Dam Thanh, Bellini, Lehar & Mozart to
a complete Brahms symphony. The HBSO Symphony
Orchestra has few opportunities to perform, so this was
quite a unique event. Maestro Jan Stulen is a terrific or-
chestra coach. He has been conducting all over the world
for over 40 years and is familiar with a wide range of
musical genres. Yet, classical music is where he comes
from, and will always be at the core of his activities.
How does a Maestro coach an orchestra? By insisting eachindividual does better and better and then even better.
Rehearsing is very hard work: 3 hours of continuous re-
hearsing is hard for Vietnamese musicians who all have
jobs on the side to be able to live. But their love of making
music drives them to work hard, and to come to a new lev-
el of excellence: out-performing themselves. They played
Brahms 1st symphonyand got away with it. Coaching:
getting people to out-perform. The Maestro did it again.
You will never reach your
destination if you stop and
throw stones at
every dog that barks.
Winston Churchill
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27th year, no. 3
The 28th Dutch VietnamManagement Supporter
The best teachers show youwhere to look, but dont tell you
what to see. Alexandra K. Trenfor
Activities in June & July:
Ongoing: executive coaching
Public Course HR Strategy & Plan-
ning(at Royal Business School)
In-company Recruitment, Coaching
& Mentoring(via AIT)
In-company Management Develop-
ment Training(via PACE)
In-company Sales Management (via
SPECTRA)
In-companyPerformance Manage-
ment (via Vietstar)
Excellence is not a skill. Its an attitude. Ralph Marston
Being ignorant is not so mucha shame, as being unwilling
to learn. Benjamin Franklin
Maestro Jan Stulen
conducting The HBSO
Symphony Orchestra.
Mr. Dao Nhat Quang (clarinet) and
Ms. Cho Hac Ryong performed Mozarts
Parto ma tu ben mio.
In May we spent
a holiday in The
Netherlands.
Of course a visit
to the Keukenhofwas part of our
program.
Our daughter
Lara enjoyed
tip-toeing
through the
tulips.
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The 28th Dutch VietnamManagement Supporter
7th year, no. 3 3
Want to start Performance Management?
Without a solid foundation, it will fail.
This year in VietnamPerformance Management seems to be more popular than
ever. Why? The motives differ from CEO to CEO. Some want to have an objective HR-
instrument to know who is contributing and who isnt, and link this information to their
compensation & benefits system. Reward the producers, sanction the non-producers. Others
see Performance Management as a means to exert more control over their staff. Some say
you have to do it for external reasons, like compliance with the law. Or: Headquarters
demands we do it. Again others see it as a way to find out how to improve individual staffs
competencies through training & education. Its not difficult to guess which motive provides
a sound reason to start Performance Management. Yes: to enable growth and improvement.
But without a solid foundation even then it is doomed to fail. So what would be a solid
foundation?
An organization that has a complete & up-to-date organizational chart and dito job descrip-
tions (1), clear & agreed upon criteria to evaluate performance (2) and practical policy to
determine what to do with the results (3):
(1) Job Descriptions must contain, besides title & duties, the jobs purpose, its intended
results, Key Performance Indicators, required know-how & the jobs key competencies.
(2) Evaluation Criteria are standards to determine if a performance is satisfactory or
not. But most important: an objective performance evaluation isfact-based.
(3) Results should first be used to determine what further training & education is needed
to bring the staff member or manager to a higher performance level. And yes, if you
want to connect a monetary reward systembe my guest. But dont focus all your ef-
forts on this. We dont want staff that is totally money-motivated.
June 8: Managers of EVN NPC after completing their course in Hanoi.
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47th year, no. 3
The 28th Dutch VietnamManagement Supporter
For many years the only acceptable goal for a commercial organization was:
growth. Supported and encouraged by economists, who kept on predicting growth. In a
country like Vietnam, growth has been the case for the past two decades. A growing popu-
lation leads to more demand. And when people have more money to spend, their demand
grows along. However, demand is a generic term. Demand for what? A growing popula-
tion means more food, clothes, houses, motorbikes. More money means more eating out,
more & more expensive clothes, bigger houses and fancier motorbikes and cars. And yes:
more holidays and study for the kids. So the economists are right? In generic terms, yes.
But they usually dont tell us how many people spend how much money in what industry.
Obviously some industries profit more from growth than others. There are a few compli-cating factors. Take inflation. It is better now, but for how long? Inflation means, you buy
less with your money than you could a year ago. The result: prices rise. This curtails our
spending behaviour. People are quite flexible in calibrating their demand. We dont like to
cut expenses where our food is concerned, but most of us get over it quickly when we can
spend less on luxury items. So how do you deal with all this as an entrepreneur?
If I were your consultant I would advise you to devote time to strategy. Develop 3, 4,
5 future scenarios, varying from positive to very negative. From growth to the need for
downsizing. The problem with strategy is, that these scenarios never really happen as you
imagine them. As time goes by, you need to readjust your scenarios, jump to another sce-
nario, or revise your whole strategy altogether. Ask any entrepreneur who was around in
2008. When you have experienced this you know that strategy is a dynamic concept. It is
not future prediction. Not wishful thinking. Done badly, its the result of willful igno-
rance. Like the entrepreneurs in 2008 who blindly followed the advise of the economists.
They couldnt imagine the economy going badas bad as it has been going, particularly in
the Western world. Done well, it works from plausible realities.
We live in a world where the better companies mobilize their talents to turn that competi-
tive advantage into a competitive edge. They grab the opportunity as they fundamentally
disagree with all the doom-talk about economic downturns.
There are two kinds of companies. The losers: those that save money by firing
staff. The winners: those that make a serious effort to improve their efficiency
and effectivity, and retain their stellar performers and their qualified staff.
Corporate Growth: the only way to go?
The Five Factors that characterize a High Performance Organization (HPO)
1. Management Quality
2. Openness & Action Orientation
3. Long Term Orientation
4. Continuous Improvement & Renewal5. Employee Quality
From What Makes a High Performance Organization? - Andr de Waal
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57th year, no. 3
The 28th Dutch VietnamManagement Supporter
(above) June 19: 1 company, 2 courses, 2 groups, 6 days: Recruitment & Interviewing
Skills, and Coaching & Mentoring Skills. Company: Ho Chi Minh City Finance & Invest-
ment Company (HFIC). Training organization: Asian Institute of Technology (AIT).
(below) June 20: University of Houston students at Ho Chi Minh Stock Exchange (HOSE).
Picture Time!
HFIC
Group 1
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The 28th Dutch VietnamManagement Supporter
7th year, no. 3 6
Bruges: the roi of restoration
During my holiday in The Netherlands we made a trip to the Belgian city of Bruges. It has
grown into one of the major tourist attractions of the country. While the city was a famous
port in the 15th century, since then it lost more and more of its grandeur. I remember an ex-
cursion to Bruges in 1974, with fellow students. The city looked like it was at the end of its
life: due to pollution but mainly, age, it looked dark grey, and some buildings were falling
literally apart. Since then the Belgian government has focused its attention on restoring its
old cities, and Bruges was one of them. Today, decades later, the city shines as it must have
shined in
its hey-
day,when
ships
from all
over Eu-
rope
would
drop
their an-
chors in
its port.The mas-
sive ef-
fort and
invest-
ment is
now pay-
ing off.
The city
has become the number one tourist attraction, with millions of tourists visiting Bruges every
year. What happened to Bruges, has happened (or is happening) in many major cities in Eu-rope: major restorations. From Amsterdam to Dresden, from Berlin to Paris. In the case of
Ypres (Belgium), this entire medieval city had been bombed flat during WWI. Ypres has
been restored, and is a destination for anyone interested in Europes history, attracting lots
of tourists. A bit like Hoi An: the old traders have become touristsspending their money.
Leadership is not magnetic personality, that can just as well be a glib
tongue. It is not making friends and influencing people, that is flattery.
Leadership is lifting a persons vision to higher sights, the raising of a
persons performance to a higher standard, the building of a personalitybeyond its normal limitations.
Peter F. Drucker
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The 28th Dutch VietnamManagement Supporter
7th year, no. 3 7
Tony Gaskins said that communication is to a
relationship like oxygen to life: without it, it dies.
Therefore we use our time to communicate with those that
matter to us. However, when work is demanding it happens
that those who need our communication come second place.
This is why we have (or should have) free time, weekends, and
holidays. Time to catch up with our family and friends. Indulge
in our hobbies. Spending free time is a form of regeneration: our
life-batteries are being charged, our motivational drives
restored, our inspiration renewed. We step out of our dailyroutines and do things we normally dont do, as they are always
second priority to work. Oxygen keeps us on our feet. Make sure
you get plenty of it. Make time to regenerate.
Strategic HRM requires far-sightedness
Never tell people how to do things. Tell them what to doand they will surprise you with their ingenuity.General George Patton
Oxygen
Strategy is not about predicting the future. It is
about being well equiped and more confident to face
whatever happens in the future.
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87th year, no. 3
In Vietnam: a.o. business field
Tan Thuan IPC (HCMC) Industrial development
HCMC University of Technology Master of BA program RMIT (HCMC campus) Communication progr.
Royal Business School (public courses) Courses & seminars
Vietnam Airlines (RBS; ISM) International airline
Vietnam Singapore I.P. (SPECTRA) Industrial park
Petronas Vung Tau (SPECTRA) Chemical factory
Nike (Tae Kwang Vina) (SPECTRA) Shoe factory
Le & Associates Training & consultancy
Training House Vietnam (Sacombank) Training & consultancy
Ministry of L.I.S.A. (RBS) Civil Servants
SONY Vietnam (RBS) Consumer electronics
CapitaLand Vietnam (SPECTRA) Real estate
Institute for Potential Leaders / PACE Courses & seminars
Dalat Hasfarm (Agrivina) Pot plants, cut flowers
Hoanggia Media Group Key to Success TV Show
Fresh Green Earth Hi-tech agriculture
Unique Design Interior Design
ERC Institute Vietnam Vocational training
Schoeller Bleckmann Vietnam Oilfield Equipment
De Heus Vietnam Animal food
Centre for Tropical MedicineOxford Uni. Clinical research
Khue Van Academy Courses & seminars
Training House Vietnam Courses & seminars
Asian Institute of Technology (AIT) Business consultancy HCMC Finance & Investment Company Investments
Academy of Finance MBA (Un. of Gloucester)
In The Netherlands, a.o.
ING Bank Financial services
Philips Electronics
Heineken Brewery
Yamaha Musical instruments
Voerman International Intern. relocations
Damen Shipyards Ship repair wharfs
Wittenborg University of Applied Sc. IBABBA, MBA
Voortman Machinery CNC-contr. machinery Royal Van Zanten Pot plants, cut flowers
The 28th Dutch Vietnam Management Supporter
Loek Hopstakens Clients
Real
knowledge is
to know the
extent of ones
ignorance.
Master Kong
To know
that we know
what we know,
and to know
that we do notknow what we
do not know,
that is true
knowledge.Nicolaus
Copernicus
The true sign of
intelligence is
not knowledge
but
imagination.
Albert Einstein
The DVM Supporter is published by
Prof. Loek Hopstaken.
Email: [email protected] or
Mobile: 090 888 9450
Assistant: Ms. Vo Ngoc Lien HuongEmail: [email protected]: 090 888 9451
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