VN Newsletter24

7/30/2019 VN Newsletter24

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In this issue:

The DutchVietnam

Management 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

October 2, 2012

6th year, no. 5

The Power Trap

Activities Oct.-Nov.

1

2

MD Program SBOEV

Corporate Culture

Why Strategy?

3

4

5

Selecting MBA

Integrity in business

Innovation in Asia?

6

7

8

Hopstaken Services

Contact information

9

10

The Power TrapIn my role as business consultant I meet many people in

power positions. Those that successfully sustain their po-

sition of power have 12 things in common. I notice they

1. keep in touch with people who matterfrom workers

to & shareholders to family & friends

2. listen to know whats going on in their organization

and in the world at large, to see how they can serve3. think about the future, including succession

4. refrain from abuse of power & publicly condemn it

5. realize the danger of listening exclusively to yes peo-

ple and ignoring those who have different viewpoints

6. do not show off their wealth; they remain humble

7. do not feel or act above the law, even if they make

laws themselves; integrity is their bottom line

8. seek truth, while using their critical thinking skills

9. care for & support the growth of their people

10. understand that increase of power comes with in-

crease of social responsibilities

11. refuse to give in to cynicism, even when they have

ample reasons to distrust people

12. know they dont know everything & keep on learning.

Power changes people, and not always for the better. Its

a trap. Some are addicted to power. They lose rationality.

You will know one or two who insist they are right when

they are clearly wrong. Others disconnect from their

friends. Just go over the 12 points. Can you learn to avoidthe Power Trap? I think so. But it requires will, education

and guts. APersonal Coach may be a solution. LH

Having power is not nearly as

important as what you choose to

do with it.

Roald Dahl


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3/10

36th year, no. 5

The Dutch Vietnam Management

Supporter

How do you develop managers? Firstly, you have to find out what they know & dont

know, what they are good at and what they feel needs improvement. Secondly, you discuss

with the top manager and HR the companys future, to determine what competences your

staff has, and which ones are missing. Thirdly, you design a program which connects as

much as possible with the reality & actuality of the company. To make it all digestible yet

effective, you spread out the 7 mostly 2-day sessions over a period of 8 months.

Although most participants command of English is fine, we decided to work with

an interpreter. Mr. Ngo Kiem Hieu has extensive experience both as manager and univer-sity teacher, and his English is excellent. His familiarity with technology enables him to

tackle those soften tricky technical terms. All in all, Mr. Hieu is much more than a trans-

lator or interpreter: he adds true value to the course content. Highly recommended!

The program is now complete. We ended with a summary & evaluation day at the excel-

lent Phng Nam Resort.

People cannot be managed. Inventories can be

managed, but people must be led. H. Ross Perot

Schoeller Bleckmann OEV completes its

Management Development Program

Mr. Ngo Kiem Hieu


4/10


Supporter

6th year, no. 5 4

November 19-23 I will deliver the Organizational Culture, Design & Development

Course at Royal Business School, Ho Chi Minh City.

In this 5-evening-course you will learn what organizational or corporate culture is, and what

to do (and not do!) when you want to change it. We will take a look at different

organizational cultures, and what currently are the most successful ones. The program:

1. What is your organizational or corporate culture?2. How to define a successful corporate culture

3. Embarking on the journey to cultural change

4. Designing an organization that meets the requirements of a global economy

5. Developing both the organization & its people: the future starts today.

For more information: http://www.royal.vn

Do you want a new culture?

The word LISTEN contains the same letters as the word SILENT.

Alfred Brendel

Royal students after completing their

Interpersonal Communications Course

Many years ago Jack Welch, then CEO of General

Electric, wanted a 2-day program to induce a cultural change.

He asked 50 top consultants for advice. Among them, Dave

Ulrich (left).

Dave Ulrichwho was in HCMC just one year agotold Welch:

If you want to waste a million dollars, go buy a corporate jet.

Dont do a two-day program, because its not just going to waste

money, its going to hurt. People will get expectations, and they

wont be realized back in the workforce. Welch called him the next day and asked him to help design a pro-

gram to cut the workload and bureaucracy at GE. This was no two-day plan. Workout, as it came to be

called, lasted nearly a decade. To create lasting change, Ulrich and fellow Workout architect Steve Kerr

held to one central tenet: Make change a natural act in a natural place. Sticking to familiar locations,Ulrich led town-hall meetings and hit factory floors. Workout helped to generate an openness we never had

before in the company, Welch recalls. We needed smart, independent people like Ulrich so that our own

hierarchy wouldnt get in the way. From: Lucas ConleyThe Once & Future Consultant (2005)


5/10


Supporter

6th year, no. 5 5

Thanks to theHubble Space Telescope

we can look at the universe. The

picture (left) shows many galaxies.

But the moment the image of a star or

galaxy reaches Earth the light may

have travelled from a few years to

billions of years. In fact, in this

picture we look back as far as 13,2

billion years (see footnote). Scientists

hope to learn more about the origins

& developments of the universe in

order to better understand how it all

works, and to be able predict the

future of Earth and our solar system.

In business we also look back. Right

now many scientists try to explain

why the financial crisis happened, so

we may be able to prevent it from happening again. However, the problem is that

Mankind has never been very good in learning from its own past. At this moment

we see that banks around the world tend to continue their way of doing business

as if the financial crisis didnt really happen. Many banksincluding some in theNetherlandsreceived big time support from the governmentread: the tax

payers. Many have already paid back their debt, but the situation hasnt resulted

in major change. The EU faces big problems. Hence: history may well repeat itself.

Why strategy? We need to prepare for the future, even when we cannot accurately

predict it. Looking back we try to learn from the past, so we are not doomed to

repeat it and will be more in charge of our own destiny. Strategists then must

have the ability to look back, looking for lessons, and apply those lessons in the

pathways they design to fullfill their mission and to reach their goals. Which

should include the observation that many havent really learned their lessons.

Why strategy?

Looking back 13,2 billion years ...This image, called the Hubble eXtreme Deep Field (XDF), combines Hubble observations

taken over the past decade of a small patch of sky in the constellation of Fornax. With a

total of over two million seconds of exposure time, it is the deepest image of the Universe

ever made, combining data from previous images including the Hubble Ultra Deep Field

(taken in 2002 and 2003) and Hubble Ultra Deep Field Infrared (2009).

The Hubble eXtreme Deep Field image contains several of the most distant objects ever

identified, making it the deepest image of the Universe ever taken.

Source: www.TechRepublic.com

Never underestimate the power of stupid people in large groups.

George Carlin


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Supporter

6th year, no. 5 6

Nowadays, MBA programs have a problem.

Not that people are less interested in getting the

certificate. On the contrary! But the increasing

demand leads to several providers offering MBA

that just isnt worth considering. Id even go as

far as calling them a fraud: asking money for a

way below standard product. Of course one can-

not expect much when a provider asks US$ 5,000

or less for a full MBA, when a genuine MBA will

be at least US$ 8,000. Realize that a top MBAprogram may cost US$ 100,000 or more.

Selection criterium no. 1: You cannot expect a

royal seat paying only a dime. When comparing

price, dismiss the impossibly cheap ones.

2: who are the teachers?Ask for their creden-

tials. By the way, PhD is NOT a requirement for

an MBA teacher. An MBA course is not about be-

coming a scientist. In essence MBA is a vocational program, using insights & tools

from both science (economics; humanities; math; finance) and business, resulting

in graduates who know how to translate scientific, empirical & other findings into

practical & successful business applications.An industry expert with lots of business &

management experience is valued higher than a scientist with PhD but no or little business

experience. MBA students dont want theory or experimental thought, they want insights &

tools with a proven record of workability. Workable not just in the USA, but also in Vietnam.

A 3rd selection criterium is actuality. This may be the hardest one. For instance, most

MBA providers ignore the rise of social media, and what impact they have on business (see

DVMS no. 22). You should ask any MBA provider if books are used that have been published

before the start of the financial crisis. Or business cases >5 years old. The world has

changed, and keeps changing. It is hard to catch up with the latest developments, let alone

insights and ideas. Internet is a great source, but you need to be a critical observer. Many

important reference materials are unavailable online, unless you have a passwordto getthis you need to have the original book, or a key given by the MBA provider.

(Note: academic books take a long time to produce. I see pre-crisis books being updated or

revised, while these updates or revisions are merely cosmetic. Asian editions? Cosmetics!

Given their high price, this is unacceptable. A case to be studied in the Business Ethics class!)

The 4th selection criterium: how broad is the spectrum of topics? In Vietnam an MBA

program should contain at least: Business English, Research Methodology, Critical Think-

ing, Asian (business) History, Ethics, APA-style writing & referencing, plus soft skills such

as presentation, dialogue & debating techniques. The 5th: check the providers credentials.

Dont believe everything you read on the internet. Selecting an MBA provider: it is hard!

How to select the right MBA provider

Complexity is our enemy. Any fool can make something complicated.Its hard to make something simple.

Richard Branson


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Supporter

6th year, no. 5 7

The Bottom Line -redefinedWe hire people for what they know, and we fire them for who they are.How often have you concluded that a job applicant was a perfect fit for the job, only to find

out later his or her attitude or behaviour urged you to get rid of him or her?

Again and again I hear stories confirming this statement. Obviously, recruiters focus on

knowledge, experience and soft skills as the main factors for personnel selection. Knowledge

& experience are relatively easy to test. Testing soft skills may be harder. A good job descrip-

tion provides a list of performance requirements. However, there are certain character traits

that seem to escape even professional recruiters attention. Of course its almost impossible

to test whether a person is up to a real challenge. And even if his CV has examples of this,there is no guarantee that he will display the same courage, composure & control when the

occasion demands it. Yet, there are ways to find outsome assessments do provide insights.

The bottom line however is integrity. Every employer wants someone trustworthy.

Plenty examples of people who seem to live an honest life but turn out to be dishonest. Fact

is, you cannot test integrity. Someone may have a lifelong reputation of being honest, only to

start telling lies when life puts him in a situation or company where reality is too much to

face, and this traitnative to everyonerears its ugly head. A failed test of character.

We all bend the truth now & then. Some say we tell little lies several times, every day,

even to our closest friends. Why? To look smart, to save face, to hide truth, to avoid having to

take responsibility. Its not these little lies we worry about. Its the recurring act to invent

facts, or worse: to scheme & steal, damage relationships, destroy cooperation and wilfully

create confusion. So how do we find out? My advise: during the probation period, carefully

observe someones communication. Check if its complete, correct & timely. If it involves the

right people. If it contributes to understanding. When you have any doubts, check again un-

til you have more certainty about the persons attitude re. truth, trust and personal ethics.

When you still have serious doubts, fire.Meanwhile: be an example of integrity.

It is our choices that show what we truly are, far more than our abilities.

J.K. Rowling


8/10


Supporter

6th year, no. 5 8

What keeps Asians from innovation?

Problem solving is a soft skill. It has a fixed

pattern: first define & analyse the problem,

then come up with possible solutions. Choose

the best one.

I admit there is a little more to it, but this is

the essence. Interestingly, innovation follows a

similar pattern. With one little difference: in-

stead of identifying a problem, you label some-

thing an opportunity to improve. All it takes is

a change of viewpoint: we have something thatworks, but if we dont improve it, itll soon lose

its attractiveness & become hopelessly outdat-

ed. Hence, iPhone 5, software updates, the lat-

est car models, new management models, and so on. This change of viewpoint kicks off inno-

vation. Problem solving is a widespread competence in Asian business: they know how to fix.

However,Asia is not known for innovation, let alone its brands (see DVMS no. 23). Why?

Besides the reasons given by Joe Baladi, a main culprit seems to be the educational system,

coupled with elements of Asian culture. In education, exact duplication of teachers words &

books contents will give you higher marks; originality & creative solutions will make you fail

exams. In class, critical thinking, let alone: expressing a well-argued counter-opinion is notappreciated. In other words, innovative skills are suppressed instead of stimulated & devel-

oped. An Asian value is that a young person must respect the older person. Respect is fine.

But its more than that: even if a

senior is wrong, he/she is right.

Say nothing: you cannot let an old-

er person lose Face. And: a senior

initiates change, not a junior. Do

nothing: a demotivating environ-

ment for innovative minds!

As creativity and innovation areusually a quality of youthwhich

is already limited due to their edu-

cationinnovative power in Asia is

being culturally suppressed.

Which may explain why for the

time being innovation will re-

main a competence of the USA,

Europe and Australia. Unless

What do you think?Illustration top right: Beautiful Engineerings Facebook page

When looking for the path to peace, one comes to realize that

peace is the path. Anonymous

Vietnamese lawn mower


9/10

Major Services + Client List + Mini Catalog

96th year, no. 5

The following services are in high demand:

1. Management Development programspurpose: to train

managers to qualify for higher positions, to develop soft

skills, and to increase their value to their organizations

2. Seminars & Lectures in the fields of Human Resource

Management, Leadership, Strategy, Public Relations and

Business Communications

3. Business courses: HRM; Efficiency; Presentation Skills

4. Personal Coaching of entrepreneurs

5. Business Consultancy (Management & Leadership; HRM

systems; PR; Strategy; internal communications)

In Vietnam: a.o. business field

Tan Thuan IPC (HCMC) Industrial development

HCMC University of Technology Master of BA program

RMIT (HCMC campus) Communication program

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

Golden Alliance 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

In The Netherlands, a.o.

ING Bank Financial services

Philips Electronics

Heineken Brewery

Yamaha Musical instruments Voerman International International relocations

Damen Shipyards Ship repair wharfs

Wittenborg University of Applied Sc. IBABBA, MBA

MINI CATALOG

WORKSHOPSA workshop is a 2-4 day group

activity with a defined purpose,

where theory, practical exercise

and exchange of experiences are the

main ingredients. Areas: HRM, PR,

Communication, and Management.

Team Engineering

Interpersonal Communication

Commercial Communication

Public Relations

Presentation Skills

Organizational Design

Cross-cultural Communication

Time Management / Efficiency

Recruitment Skills

CONSULTING

Consulting is any specified expert

activity to help solve a defined

problem. This can take the form of

coaching, but also, conducting a

research. By definition, it is tailor

made. Areas: HRM, Strategy, PR.

Personal Coach

Business Coach

Moderator Mediation

Executive Selection

In- & External Surveys (such as

360 Feedback)

SEMINARS

A seminar is a 3-4 hour interactive

transference of core know-how,

including practical assignments.

People Management

Emotions in the Workplace

Strategic Thinking

Business Ethics

The Allround Manager

The Allround Communicator

The Soft Skills Program

On demand

Investments (ex. 10% VAT / 25% PIT)

Workshops: US$ 1,200 per team / day.

Consulting / Coaching: US$ 100 / hour.

Seminars: US$ 550 850 per seminar

(except for the Allround programs).

Lecture: US$ 250 per lecture.

Train the Trainer: US$ 1,200 per day.

Prices may change due to inflation.

Contact me for longterm cooperation:

[email protected] or

[email protected]

The Dutch Vietnam Management Supporter

List of Clients & Associates

Loek Hopstakens 5 major services


10/10

The DVM Supporter is published by Loek Hopstaken.

Email: [email protected] or

[email protected]

Mobile: 090 888 9450

Assistant: Ms. Vo Ngoc Lien Huong

Email: [email protected]

Mobile: 090 888 9451

Profile: http://www.linkedin.com/in/loekhopstaken

Who is Loek Hopstaken?

1951: born in Haarlem, The Netherlands

1971-1972: travels: Europe & Asia

1972-1975: Amsterdam City University

1976-1977: travels: North & South America

1977-1993: career in banking: NCB,

Postgiro, Postbank, NMB Postbank Group,

ING Group, ING Bank

1979-1982: Business Administr. studies

1983-1988: Project Manager

privatization process Postgiro to

Postbank (field: P&O / HRM)

1989-1993: Project Manager merger

Postbank & NMB Bank followed by merger

with NN becoming ING Group (fields: PR,

Marketing, Total Quality Management)

1991: founding Hopstaken Bedrijfsadvies

1991-present time: career in training and

consultancy, coaching & mediation

1993: left ING Bank

1996-2000: Business Club MC (50 meetings)2003-present time: combining training,

coaching & consultancy with teaching at

international business schools (IBA/MBA)

2005 + 2007: Professor appointments

2007-2008: visits to Vietnam: lecturing,

consulting, surveying, delivering courses,

workshops & seminars

November 2008: establishment in Saigon

2008-present time: delivering lectures,

seminars, coaching, workshops & training

courses, mediation; overseas business trips

2010: Examiner VTV1 Key to Success Show2011: Chairman Advisory Board ERC VN

2012: Chairman Academic Board ERC VN

Full CV: mail [email protected]

10


Supporter

6th year, no. 5

When Asia succeeds in unleashing

its creative potential, it will lead the

World.

But as long as it sticks to its

educational systems and is unableto shake off some of its cultural

inhibitions, this will never happen.(see page 8)

Question:

What do you think of the above

statement?

Let me know:

[email protected]

VN Newsletter24

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