[vietnambusinessinsider.vn] – Nearly 20 years working in the field of business development consulting and management systems for businesses in many industries, Master Nguyen Thanh Tan has just shared with VBI the business management model to help business owners get rid of the habit of operating cases to focus on sustainable development strategies …
In peacetime, when the number is still dancing every day, for many businesses, it does not matter whether the management model is or not. As long as the product leaves the factory every day, goes to market and brings them lots of money. However, when Covid-19 hits, sales stand up or decline dramatically, without a specific governance model, the business is almost disoriented and doesn’t know how to revive it. Karma.
With the current Covid-19 situation, what is your opinion about the growth of enterprises after Covid-19?
Most businesses were affected when purchasing power decreased, many businesses closed completely. Firms with a domestic market will have an advantage. Also in our experience, in the past, any business that has prepared a clear growth model has high resistance during this Covid season.
If the entrepreneur runs the business in a way that is independent from the business (that is, standing above the overall observation to make a strategy), not falling into solving the problem, having time to control the battle The business is very good. In short, when Covid 19 comes to businesses that lack a business model, it will be much more difficult to not create a growth power before, compared to a business with a growth model.
In your opinion, what are the common expressions of businesses that do not have growth models?
Growth is very important in any business, it demonstrates the vision of the head. Businesses that do not have a growth model often exhibit the following symptoms.
First, the enterprise lacks a long-term vision (5 years) or has a general vision, not concretized by targets; or have a vision but in the implementation process, the business does not follow the vision.
Second, the organizational structure is not clear and overlapping; departments are not coordinating effectively. Third, the business lacks corporate-level strategy and functional strategy (finance, business, marketing, production….). In particular, the company-level strategy must clearly show the goals of each year, while the functional strategy must clearly indicate the responsibilities and objectives of each department.
Fourthly, the products and services of the business have not been analyzed in detail – specific to the needs and changes of the market. Fifth, businesses have not arranged the right people and the right jobs. Sixth, the management system of the business is incomplete, lacking operational tools. Seventhly, there is no clear corporate culture.
It can be said that the seven above-mentioned problems have been occurring in most Vietnamese enterprises to different degrees. This is also the main cause leading to the operator’s fatigue and struggles. The inevitable consequence is that the business cannot achieve its targets in terms of sales, profit, market share, and weak competitiveness …
So, is there any model for businesses to apply for reference?
Currently, there are many models of growth power in the world, of which BrainBOS is an advanced model that we exploit and consult for enterprises in Vietnam.
BrainBOS (Brain Business Operating System) is a governance model that creates growth power with 7 key elements, including: vision, structure, product, people, system, implementation, culture. This model is like a home of business administration. According to BrainBOS: “vision” is like the roof, “culture” is the foundation. Houses that want to be stable must have supports. Structure, product, people, system and implementation are the five solid pillars that make up the “Management House” for sustainable development for any business. If this house is successfully built, the business leaders will have a strong and sustainable business operating system, connecting operations and controlling the whole company.
Currently, we have deployed this model for many corporations and companies in Vietnam and they have brought into play a certain effect. Enterprises can refer to the model at www.BrainMark.vn. In addition, we also have free support sessions for businesses heavily affected by Covid – 19 so that they can confidently overcome the stormy season.
So to apply BrainBOS model, how do business leaders deploy?
We can start from building 5 pillars of “vision, including mission, vision, core values, business philosophy”, a 5-year goal. For many business owners, time often passes very quickly, when I look back, I am old and my vision is not reached. More painful is that if we do not have a vision, we do not know what we do every day to do … When the “vision board” is set up, quarterly company briefings are to consider the vision. look, not go to solve the problem like business directors are doing. And we want to work with businesses to make this happen.
After the “vision” is building the “structure” pillar, ie reviewing – completing the organizational structure, functions – tasks of each functional department, personnel staffing, job description of each position. title. This work can be understood as the process of restructuring an enterprise.
The “product” pillar with 8 closed steps from product development, market research, customer segmentation, brand positioning, product development, product pricing, distribution strategy to communication strategy. With the “people” column, the most difficult thing is still recruiting the right people and assigning the right jobs. If you want to do that, you must build a capacity assessment system.
Next is the completion of the “system” pillar with a series of tools such as KPI, Salary 3P, AOP … and then building an implementation – control apparatus and finally building corporate culture.
When bringing this model back to the operator in Vietnam, does BrainMark have to be localized to be more suitable for Vietnamese businesses?
When BrainBOS was brought to Vietnam, the consulting company BrainMark Vietnam had to localize a part to synchronize with Vietnamese culture and culture. In the model, the “vision” part and the “culture” part are the two most modified parts. Because in Vietnam, business owners are often unfamiliar with the long-term vision of more than 5 years, so BrainMark Vietnam changes the vision to a maximum of 5 years. In which, we also emphasize specific goals to guide the strategy for the 5 years. The part “culture” (the foundation of the model) is the part that has been changed a lot in order to be more suitable with the way of making the “Vietnamese corporate style” culture (both a slogan and an action).
In short, when bringing back to Vietnam, there are 7 main parts of rainBOS – from building ideology to preparing cultural manuals to communication, training, compliance assessment … all are adjusted to be more suitable with Vietnamese enterprises. Therefore, when applied at corporations, enterprises such as Lasuco Group, Vinh Hoan, Saigon Food … the model has brought into play its advantages very well, better than the solutions to build normal corporate culture.
In your opinion, what are the barriers when applying BrainBOS model in enterprises?
The biggest barrier and difficulty in bringing BrainBOS model into application for Vietnamese businesses is the asynchronous thinking of middle-level managers, although senior leaders are looking forward to implementing it as soon as possible. The basic reason is that middle management members don’t want to change to a conservative level, they think they don’t have time to change and they’re doing the old way well.
People often say that ‘not going, there is no way to get to the destination’, so when the leaders decide to apply, these conservatives will oppose underground in their ideology, making the model not fully effective. This is the first barrier.
The next problem is that Vietnamese businesses often do not have effective control units, so when applying the model, the performance of the departments increases but is not uniform, and will not be recognized and evaluated. clear price …
With experience consulting to implement this growth model for many businesses, what is your recommendation?
Up to now, in Vietnam, there have been quite a few enterprises applying this model successfully. With the consultant’s experience, we have a few suggestions as follows: during the construction of the “BrainBOS Management House”, businesses need to pay special attention to the implementation and control of their strategies and objectives.
Many enterprises formulate a methodical and detailed strategy, but in the end they still do not reach the set goals; The reason is the lack of a team of enforcement and control. Every business is the same, without these two teams, all plans are just paper plans. Execution of speed, strict and regular control is what businesses need to focus on. At that time, the boss will rest assured, the system will operate by itself!
How does BrainMark Company support businesses when consulting BrainBOS models?
We are committed to business growth. We will accompany the business and commit to growth in the first 3 years of running this model with specific numbers. There are businesses where we will send independent board participants to support development. At that time, we were both a consultant to build and complete the BrainBOS model and a strategic review unit when the enterprise team operated this model.
In terms of supporting businesses during the Covid-19 season, what specific support package does your company have?
Currently, BrainMark consulting offices in the US as well as in Vietnam are deploying the sponsorship service package of 3 hours of enterprise coaching (guidance) to apply this model. For us, businesses with a sustainable growth mindset are the group of businesses that we are aiming for and ready to help them prosper, through this growth model.
In short, both in the present and in the future, the competition will be increasingly fierce, the market has changed a lot, businesses cannot be successful by doing as they did in the past. Therefore, each leader needs to own a suitable business operating model to create the strength of sustainable growth for his business.
Thanks for your sharing!
Source: Sa Moc
Vietnam Business Insider
(Title set by BrainGroup)
Link: https://vietnambusinessinsider.vn/nguyen-thanh-tan-chu-tich-brain-group-da-lam-kinh-doanh-moi-doanh-nghiep-nen-co-mot-mo-hinh-tang-truong-phu-hop-10044.html
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