FPT ORGANIZATIONAL STRUCTURE

1. INTRODUCTION
FPT is a pioneer in digital transformation
and a leader in consulting, providing and
deploying technology and
telecommunications services and
solutions. We help clients in 27 countries
and regions around the globe realize
technology-driven business development
strategies and goals.

With over three decades of experience in implementing projects on a global scale, we

help our clients overcome challenges and barriers and achieve peak performance in
their digital transformation journey. Based on the latest technologies of AI, Big data
analytics, Cloud, Automation, IoT..., we offer advanced technology solutions and services
to help customers operate proactively and flexibly in all situations.

2. LEARDERS

 BOARD OF DIRECTORS (BOD)

MR.
TRUONG GIA BINH
Chairman of the BOD
 SUPERVISORY BOARD

MR.
NGUYEN VIET THANG
Head Of Supervisory Board

 BOARD OF MANAGEMENT

MR.
NGUYEN VAN KHOA
CEO of FPT Corporation

3. GROUPS

FPT group includes: 8 Subsidiaries

1. FPT Software: is a global IT services provider headquartered in Hanoi, Vietnam. It

is a subsidiary of FPT Corporation (FPT – HoSE). Founded in 1999, FPT Software is
the biggest software services company in Vietnam, with revenue of $513.6 million
(FY2020) and a workforce of 18,000 employees
2. FPT Information System: FPT IS strives to become a globally trusted provider of
software solutions and IT services, create value for our customers, enhance
success for our employees, and contribute in a positive way to the community."
3. FPT Telecom: FPT Telecom Joint Stock Company is currently one of the
telecommunications and Internet service providers in Vietnam
4. FPT Online: FPT Online Service Joint Stock Company was officially established in
on July 1st , 2007. FPT Online’s birth marked the beginning of a business
direction not new but promising in the global digital technology trend of FPT
 Corporation.FPT Online focuses on online advertisement, online games, online
music, social network, SMS services
5. FPT Education: FPT Education is the education system of FPT corporation,
providing multi-location, multi-level, multi-level training, from primary to
postgraduates. They are an international student mobility provider, as well as an
international student recruiter for FPT university.
6. FPT Investment: Investing should be easy – just buy low and sell high – but most
of us have trouble following that simple advice. There are principles and
strategies that may enable you to put together an investment portfolio that
reflects your risk tolerance, time horizon, and goals. Understanding these
principles and strategies can help you avoid some of the pitfalls that snare some
investors.
7. FPT Smart Cloud
8. FPT Digital: FPT Digital is an inspiring place and accompanying clients in self-
structure, transforming, developing and creating breakthroughs in business and
operations. Towards our members, FPT Digital empowers individuals to become
the best of themselves.

4. PARTNERS AND CUSTOMERS

MR STEPHEN FOLEY (RHEEM AUSTRALIA)

Chief Information Officer

MR. MASAHIRO HAYASHI ()

Former President and Chief Executive Officer

Mr. Mitsuo Ota

General Director, Denso Manufacturing
Vietnam Co.,LTD
 Mr. Kenichi Fukushima
President and Representative Director, Toppan
Forms Operation Co., Ltd.

Mr. Tsunashige Sugiyama

President & Representative Director, A-Too Co.,
Ltd.

5. FPT INFORMATION SYSTEM ORGANIZATIONAL STRUCTURE

Organization Architecture

Vertical differentiation
→ The location of decisionmaking responsibilities within a structure.
  centralization The concentration of decision-making authority at a high level in a
management hierarchy
 decentralization Vesting decision-making authority in lower-level managers or other
employees.
Or
 tall hierarchies Organizations with many layers of management and narrow spans of
control.
 flat hierarchies Organizations with few layers of management and wide spans of control.
💡 span of control The number of direct reports a manager has.

Horizontal differentiation
→ The formal division of the organization into subunits
 functional structure A structure that follows the obvious division of labor within the firm,
with different functions focusing on different tasks.
 multidivisional structure A structure in which a firm is divided into different divisions, each
of which is responsible for a distinct business area.
 geographic structure A structure in which a firm is divided into different units on the basis
of geography.
 matrix structure An organization with two overlapping hierarchies.

Integrating mechanisms
→ means of coordinating subunits of a company.
 formal integrating mechanisms used to coordinate subunits vary in complexity from
simple direct contact and liaison roles, to teams, to a matrix structure.
 informal integrating mechanism is used for firms with a high need for integration.
knowledge network A network for transmitting information within an organization based
on informal contacts between managers within an enterprise and on distributed
information.
Analysis

 The organizational chart is horizontal diferentiation, and have a structural model

by function called “Function Organization”.
 This is a type of organizational structure where each management function is
separated by departments and agencies. The feature of this structure is that
functional staffs need to be professionally proficient and knowledgeable in their
areas of management.

Advantages

- Give all employees in the department clear instructions.

- The responsibilities of all workers and departments are fixed. This allows for more
accurate accountability for their work.

- Each manager will be an expert in his or her field. Because they have to perform a
limited number of functions. For that reason, full specialization will become an
important part of the functional structure. It helps to improve the quality of the product.
- Since the required work is tangible and definite, the organization has applied the
principle of labor specialization at all levels of management. This led to standardization
and mass production.

- Planning and monitoring become more efficient with this model.

Disadvantages

- Since there is no direct worker control, coordination is very difficult to achieve.

- The ability to make instant decisions is poor because of the hierarchy.

- Create barriers between functions. It limits the communication and exchange of the
departments, and also hinders if any cooperation is needed.

- Due to the division of supervision, the implementation will not be possible

immediately.

- With this model, there will be many equal managers in the same department.
Therefore, leadership conflicts are indispensable.

- Professionals will have less chance to receive comprehensive training. Therefore, it is

difficult to get promoted, gradually they will ignore the goals set by the organization.

6. STRATEGIC DEVELOPMENT ORIENTATIONS

FPT continues to pursue long-term goal of becoming a digital enterprise and stand
in the top 50 global leading end-to-end DX solutions and services providers by 2030.

In the period of 2021-2023, FPT desires to become a trusted partner of businesses,

committing itself to bringing excellent digital experiences for management and
operation based on near real-time data platforms. In order to achieve that objective,
FPT has designed an action plan that incorporates a balanced and holistic framework
encompassing the three dimensions of: Business, Technology and People.