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VIETNAM'S ENTERPRISES ON THE ROAD OF DIGITAL TRANSFORTVIATIONS

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;r\huydn d6-i s0- gid d5y dE trd thinh mdt m6nh igital transformation is now an imperative for I

I l6nh do-i vdi c5c doanh nghidp kh5p ndi trdn thd worldwide and across industries
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\Vqidi va o'khEp c6c nginh, kh6ng chi con li m6t rather than being an option or strategic consider-
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lda chon hay sL/ c6n nh5c chi6n lddc tr6n bin hop c[ra ation at the board of directors' meeting. Enterprises' I

c6c h6i d6ng qu6n tri nffa. Nhlfng cu6c th6o lu6n c6'p strategic discussions on digital transformation have shift- i
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chidn lUdc tai c6c doanh nghi6p v6 chuydn ddl sd gio ed to more substantive topics such as: which stage in the
d6y dE chuydn sang c5c cht d6 thrlc ch6t hdn nhU:
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enterprise value chain is prioritized, who is in charge of l
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d5t du ti6n vAo khAu nio trong chu6i giii tri doanh the digital transformation project, how budget allocations I
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nghi6p, ai li ngudi chi huy dL/ 5n chuydn ddi s6, ph6n are and how digital transformation is measured?
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bd ng6n sdch vi do lLldng hi6u qu6 chuydn ddi sd nhu i

thd ndo? However, before answering the questions above, I

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enterprises' leaders need to discuss a more compre- i

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Tuy nhi6n trrldc khi tri

ldi c;ic c6u hoi tr6n, ban hensive question. That is whether their enterprises 1

ldnh dao doanh nghi6p c6n th6o lu6n m6t c5u hoi c6 have developed a "Digital Transformation Framework" I

tinh bao trim hdn, d6 li doanh nghiOp cta ho dd x6y

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or not, and if not, will they self-develop it, consult with 1

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durng"Khung Chuydn ddi sd" chi/a, n6u chUa ho sE tLI experts or assign it to a consulting firm?
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This article will introduce some common digital

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ph6 hoin toin c6ng vi6c niy cho m6t c6ng ty td vdn I

b6n ngoii? transformation framework or models in the world and i

suggest Vietnamese enterprises, in general, a highly I

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Bdi vi6t niy sE gidi thi6u m6t sd khung hodc m6 enforceable digital transformation framework for easy 1

hinh chuydn Odi s6 ptrd bi6n tr€n thd gi6i, vA gdi f cho application to each context of the industry and each l

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cdc doanh nghi6p n6i chung cta Vi6t Nam m6t khung enterprise in the context of oriental governance. I

chuydn d6i sd c6 tinh thr/c thi cao nhdm d6 ding 5p i

dung vdo trlng b6i c6nh c0a nginh vd c[ra ti/ng doanh 1. DIGITALTRANSFORMATION MODEL: TOO i

nghi6p trong b6i c6nh qu6n tri phLldng d6ng. MANY CHOICES BUT IT IS UNEASY TO FIND A i

SUITABLE ONE FOR YOUR ENTERPRISE

1. M6 nilrrn cnuvElrr oot s6: euA NHrEU LUA
CHON NHLTNG KH6NG OE TiTq CAT PNU UCYP Only by typing "Digital Transformation Model" in
CHO DOANH NGHIEP COA EEN the Google search engine, in less than 1 second, you
will be directed to a series of different models, which
Chi cdn 96 vio c6ng cu tim ki6m google cum til can be classified into the following model groups:
"Digital Transformation Model", chi chUa ddn 1 gi6y
ban s6 dtJdc d5n ddn cA m6t ritng c6c m6 hinh kh5c Models of large consulting firms such as
nhau, c6 thd dudc ph6n loai thdnh c5c nh6m m6 McKinsey, Earn & Young, Deloitte, etc.
hinh sau: Models of big techs such as Microsoft, IBM,
SAP, Siemens, etc.
112
 DoANH NGHTFP uEr vA CONG cuQc cHUyEN
M6 hlnh cta cdc c6ng ty trl v6'n l6n nhU
McKinsey, Earn & Young, Deloitte, ...
M6 hinh cta c5c big tech (c6ng ty c6ng ngh6
l6n) nhU Microsoft, IBM, SAP, Siemens, ...
M6 hinh cta c5c trrJdng dai hoc: MIT,
Columbia, Stanford, ...
M6 hinh crla cdc hi6p h6i nhul TMForum,
oDMM,...
M6 hinh cOa mQt s6 t5c gi6 vir hoc gi6 nghi6n
cfu vE chuydn ddi sd
C5 16 ban sd tu h6i vi sao kh6ng c6 m6t m6 hinh
'
,chung 0dtdt ci c5c doanh nghi6p c6 thdSp dung, kidu
. dang nhr/ mQt b0 ti6u chudn ISO, hay md hinh tr-( duy
chi6n [Jdc nhul SWOT, hay m6 hinh quin tri srl thay
ddi crla Kurk Lewin. L,i do d il6y li thu6t ngff chuydn
ddi sd m6i chi xu6t hi6n khoing 20 ndm nay, vd trd
' thinh m6t tir kh6a "hot" trong m6t thAp ky qua. Ngay
c6 nhffng tap doln c6ng ngh6 l6n nhrJ IBM, Microsoft,
SAP ban d6u cUng phii x6y drrng m6 hinh chuydn ddi
sd cho chlnh ho tnJdc vi muc dirch truyEn th6ng n6i b6
vi nhim hoach dinh chi6n lUdc sd cho toAn b6 td chr?c
c0a chinh ho. Ti6p theo, ho s[f dung cdc m6 hinh niy
nh5m giSo duc vir truy6n th6ng cho khSch hdng vE
chuydn ddi s6 va gia t5ng t'i 16 chuydn ddi tU kh6ch
hdng ti6m ndng thdnh kh5ch hdng trA tiEn trong hdnh
trinh x6y durng funnel (ph6u bdn hing) crla ho.
BAy gid chfng ta cing xem ba m6 hinh chuydn ddi
sd phd bidn tr6n thd grdi:
M6 xiuH cHUYCN sdr sd cOa Mrcnosorr
Microsoft dfa ra m6 hinh chuydn ddi s6 g'6m bdn
tru c6t: khdch hing, nh6n vi6n, v6n hdnh vd s6n
phdm/dich vu. E5y li m6 hinh c6 tinn fng dung cao,
c6 tnd v6n dung vlo moi nginh c6ng nghi6p, moi td
chfc dt trong khu vrlc c6ng hay trI.
Trg cQt 1: Trldng t6c, g8n k6t v6i khich hing
(Engage customer)
Kh5ch hAng ngdy cdng c6 nhu c6u dr/dc trldng t5c
nhi6u hdn vdi doanh nghiCp qua nhi6u kenh va thidt
bi, kh6ng gidi han v6 kh6ng gian vd thdi gian, Di6u
ndy ddi h6i doanh nghi6p ph6i chri trong fng dung c5c
o6l s6
Models of universities such as MiT, Columbia,
Stanford, etc.
Models of associations such as TMForum,
ODMM, etc.
Models of some authors and scholars studying
digita I transformation.
You may wonder why there is not a typical model
that every enterprise can adopt, something like a set
of ISO standards, or a strategic thinking model like
SWOT, or Kurk Lewin's Change Management Model.
The reason here is that the term "digital transforma-
tion" has just appeared for about 20 years and has
become a "hot" keyword over the past decade. Even
the giant technology corporations such as IBM,
Microsoft, SAP also had to develop their own transfor-
mation models in advance for the purpose of internal
communications and the digital stratdgic planning of
their entire organization. Afterwards, they used these
models to educate and propagate customers about
digital transformation and increase the transformation
rate from leads to paying customers in their funnel
developing journey.
Now let's take a look at three common digital
transformation models in the world:
lYicrosoft offered a digital transformatlon model
with four pillars: Engage customers, Empower employ-
ees, Optimize operations, and Transform products.
This is a highly applicable model applicable to all
industries, all organizations both in the public and pri-
vate sectors.
Pillar l: Engage customers
Customers have increasingly needed to interact
more with enterprises through many channels and
devices without being limited in space and time. This
requires enterprises to focus on the application of dig-
ital tools to ensure seamless interaction with cus-
tomers whether customers use desktops, smartphones
or tablets and even when they appear on Facebook,
Twitter or other platforms.
113

VIETNAIVI'S ENTERPRISES ON THE ROAD OF DIGITAL TRANSFORIVIATIONS
c6ng cu s6 dd d6m b6o trldng tdc li6n mach v6i kh6ch
hing di kh5ch hdng srl dung mdy tinh dd ben, di6n
thoai th6ng minh, mdy tfnh bing, dir ho xu6t hi6n tr6n
facebook, twitter hay c;ic nEn tAng kh5c.
Trr,r c6J Z: n5 try nh6n vi6n (Empower employee)
Cfing gi6ng nhU khdch hing, nhdn vi6n ngdy nay ky
vong dr-fd. c doanh nghiOp cung c5p c5c c6ng cu girip ho
tdng ndng sudt ldm vi6c, h6 trd lim vi6c phdi hdp b6n
trong vi b6n ngodi doanh nghi6p, d5c bi6.t li cac c6ng
cqr tr6n d5m m6y nhU saleforce, trello, slack, zoom.
'lrong dai dich COVID-l9, m0c dQ sil dqrng cdc c6ng cU
ndy cia nh6n vi6n tqi cdc doanh nghiOp dd gia t5ng
theo c5p sd nh5n, vir xu hU6ng ldm vi6c tai nhd gia tdng
c6 nghia ld cdc doanh nghidp ph6i ddy manh hdn nffa
c5c c6ng cu h6 tro ldm vi6c tilxa cho nh6n vi6n, khdng
'
chi lim vi6c c5 nh6n mir cdn lirm vi6c theo nh6m.
Tru @t 3: T6'i uU h6a v6n hinh (Optimize operation)
Nhu cEu tdi rlu h6a v6n hinh dang trd n6n ngiy
cing thi6t v6i doanh nghiOp d t6't ci c5c ngAnh vi
c6'p
trong tdt ci c5c khSu trong cnu6i gi5 tri hay chu5i
cung fng crla doanh nghi6p. T{ dQng h6a, IoT, AI, big
data hay 3D printing Id nhtng c6ng ngh€ ch[r chdt
gi(p c5c doanh nghi€p n6ng cao hi6u sudt d c5c kh6u
s5n xu6t, kho vin, ph6n ph6i, bdn hdng...
C5c doanh nghiGp lirm trong c5c linh vqfc dlch vr,t
nhU ng6n hing, du lich khdch san cfing dang tlng
dung m?nh mE cdc c6ng irgh6 sd tinh vi dd tdi du h6a
hoat d6ng nhEm mqrc dich lao ra chdt lddng dich vu
t6t nhet cho khSch hdng.
Trg cQt 4: Chuydn tldi sin phdm, dlch vu vi m6
hinh kinh doanh (Transform product/services)
Chuydn Odi sd kh6ng chi c6 muc dich thrlc d51y
trldng t5c v6i khdch hing, h5 trd c6ng vi6c cira nh6n
vi6n hay tdi Lru h6a v6n hinh md cdn hr/6ng tdi viqc
chuydn Odl sdn phdm, dich vu mi doanh nghi6p cung
c6p ra thi trudng. Chuydn Odi s6n phdm, dich vu hirm
'i tao ra c5c gi5 tri hoirn todn mdi ddp fng nh8ng nhu
cEu thay cldi cta khdch hing. 0 phUdng di6n niry, cdp
d0 cao nhdt sE d6n tdi vi6c doanh nghiOp ph6t tridn
114
1
j
Pillar 2: Empower employees
Like customers, today, employees expect enterpris-
es to provide tools to help increase their productivity
and support working in-outside the enterprises, espe-
cially the tools on clouds such as salesforce, Trello, I
I
Slack and Zoom. During the COVID-l9 pandemic, I
employees' use of these tools at enterprises increased
exponentially. The rising trend of working from home
means enterprises must step up other remote work
suppoft tools for employees, not only for individual
work but also for individual work and teamwork.
Pillar 3: Optimize operations
The need to optimize operations is becoming
increasingly urgent for enterprises in all industries and
in their value chain or supply chain stages.
Automation, IoT, AI, big data or 3D printing are key
technologies that help enterprises improve productivi-
ty in production, logistics, distribution, sales, etc.
Enterprises in services such as banking, tourism,
hotels are also vigorously applying sophisticated digi-
tal technologies to optimize operations to create the
best services for customers.
Pillar 4: Transform products/services
Digital transformation aims to transform products
and services supplied by enterprises in the market, not
only intended to promote interaction with customers
but also to suppoft employees' work or optimize oper-
ations. Transform products and services imply the cre-
ation of entirely new values to meet the changing
needs of customers. In this aspect, the top level will
cause enterprises to develop a wholly new business
model because the old one is at risk of being broken
due to the changing competitive landscape and the
emergence of digital "disruptors."
FIVE.DOMAIN DIGITAL TRANSFORMATION
MODEL OF COLUMBIA BUSINESS SCHOOL
Professor David Rogers, author of the best seller
book "The Digital Transformation Playbook,"
 DoANH NGHTEe uEr vA c6rua cuQc cnuyEru o6r s6
m6t m6 hinh kinh doanh hoirn toin m6ivl m6 hinh c0
c6 nguy cd bi phd vd do bdi cAnh canh tranh thay ddi,
do su xuat hi6n cia nhllng k6 "phd binh" k! thu6t s6.
r{6 Hir{x nAu pnUoNG Dr*N DoANH NGHTEI
s6 cOa rntJdNG KrNH DoANH rnuQc DAr Hgc
COLUMEIA
GiSo stJ David Rogers, t5c gi6 cta cudn s5ch best
seller "The Digital Transformation Playbook", n6u ra
ndm khla canh girlp doanh nghi6p trJ duy lei dd chuydn
ddi tnintr m6t dang doanh nghiGp s6: khdch hdng, gi5
!ri, canh tranh, ddi m6i sdng tao vi dff lieu, M6 hinh
nAy d5c bi6t hfu fch cho cdc doanh nghiGp truy6n
thdng dang thi6u phr/dng hr/6ng vd cSch ti6p c6n
dtng d5n cho cdc n6 luc chuydn ddi sd cia he.
PhUdng diQn 1: Trl duy lai v€ kh5ch hing
Trong thdi clai sd, khdch hing kh6ng cdn tA nhfrng
c5 nhSn ddn 16 nBa md ho ld thdnh vi6n cia r6t nhi6u
mang lddi khdc nhau. Ddthenh c6ng trong thdi dai sd,
doanh nghiGp c6n thich nghi vdi ndm hinh vi cht ch6t
cta khdch hlng trong mang luf6i: khSch hing mudn
drIQc ti6p c6n, mudn g6n kdt, mudn nh6n s6n phdm
tiy bidn, mudn kdt ndi vdi thudng hi6u tr6n kh6ng
gian s6 vd khSch hdng mu6n c6ng t5c hay dbng ki6n
tao gi5 tri ctng doanh nghi6p.
Phrldng diQn 2: Ttl duy lai vG cqnh tranh
Bdi c6nh canh tranh trong thdi dai s6 dd rdt kh6c
so vdi trUdc d6y. Canh tranh kh6ng ddn thu6n di6n ra
gifra c5c doanh nghiGp trong cirng ngdnh hay nhfng
ddi tht tddng tu nhau sd htu nhtng ndng hJdng
tUdng dudng nhau. Canh tranh ngiy cing ld sU ddi
d6u gita cdc d6i th[] bet d6i xr?ng vdi xudt phdt didm
khSc nhau vd sd hfru nh[fng ndng kJc kh5c nhau.
Doanh nghiGp cEn hidu vi chudn bi cho nhfng hinh
thdi canh tranh cfing nhd nhilng m6 hinh kinh doanh
mdi, vi du cEn c6 trr duy vE n6n t6ng vA hG sinh thdi
khi hoach dinh chi6n hIdc kinh doanh vir s6n phdm.
PhUdng di6n 3: Bi6n dir IiQu thinh tii s6n
Dir li6u chinh li nhi6n li6u cta nEn kinh td
revealed five domains that help enterprises rethink
transforming into a digital enterprise: customers,
value, competition, innovation and dafa. This model
is especially useful for traditional enterprises that
Iack the right direction and approach for their digital
transformation efforts,
Domain 1: Rethink about customers
In the digital age, customers are no longer individ-
uals; they are members of many different networks.
To be successful in the digital age, enterprises need to
adapt to the five core behaviours of customer net-
works: customers want to access, want to engage,
want to receive customized products, want to connect
with brands in the digital space and customers want to
collaborate or co-create value with enterprises.
Domain 2: Rethink about competition
The competition in the digital age is very different
from the previous time. Competition does not simply
take place among enterprises in the same industry or
similar competitors possessing similar energies.
Competition is increasingly a confrontation among
asymmetric competitors with different stafting points
and possessing various abilities. Enterprises need to
understand and prepare for new forms of competition
as well as new business models. For example, enter-
prises need to have platform and ecosystem thinking
sd. when planning business and product strategies.
115

VIETNAIVI'S ENTERPRISES ON THE ROAD OF DIGITAL TRANSFORTVIATIONS
Chilng ta dang s6ng d thdi k'i md cir m6i phrit lai c6
nhfrng kh6i lt/o'ng dil li6u ldn dUdc sin sinh ra trJ c5c
n6n ting xd h6i, tLlc6c cdm bi6n, til hing ty di6n thoai
th6ng minh trong tay ngUdi ding toin c6u. Khi kdt
hdp nhfrng t6p dir li6u b6n trong vi b6n ngoAl doanh
nghi6p, slf dung c5c thu6t to6n hoc m5y vi hoc sAu sE
girip doanh nghidp c6 kh6 nSng ti6n do6n v6 doanh
thu, mfc t6n kho, vE hinh vi, ii dinh mua s5m c0a
trlng khdch hang.
Phddng diQn 4: Ddi m6i sSng tqo th6ng qua thr?
nghiQm nhanh
C6c doanh nghi6p ph6i c6 cdch tiSp c6n mdi trong
ddi mdi sdng tao d6 theo kip t6c d6 thay ddi c[ra m6i
trUdng kinh doanh hi6n tai. C5c doanh nghidp truyGn
th6ng phii thinh thao phddng ph6p tinh gon, linh
hoat gidng nhd c5c c6ng ty startup, vA d6m b6o s6n
phdm Iim ra lu6n li m6t bin thtl nghi6m, kh6ng phAi
sAn phdm cudi cing, d6m b6o thu nh6n ph6n hbi f
ki6n kh5ch hing tLl s6m dd giim thidu rti ro,
Phddng diQn 5: Di€u chinh Tuy6n b6'gi6 tri
Tuy6n bd gi5 tri rluldc hi6u lJ sLi'cam kdt hay ldi
hfla c[ra doanh nghi6p vdi thi trLlo'nE vd chdt ludng san
ph6'm, dich vu cia ho vi vi sao ban vddt tr6i so vdi ddi
thi. Ban kh6ng thdtao ra md hinh kinh doanh mdicho
doanh nghi6p cira minh mi kh6ng x6y dr.lng dddc m6t
tuy6n b6 giii tri mdi cho ti/ng phAn khric khSch hang
trong t6m cira minh cing vdi mang lU6i gi6 tri gitip tao
ra tuy6n b6 gi6 tri d6. N46t tuy6n bd gi5 tri xu6t s6c c[ra
m6t sin ph6'm, dich vu nio d6 ld tuydn bd trong d6
him chfa nhilng ydu t6 gi[p kh5ch hdng gi6i quydt
,'n5i
dau" (painpoint) cia ho, khi6n ho hanh phric vi
gifrp ho hoin thinh dUdc m6t nhi6m vu (job-to-be-
done) nio d6.
u6 xixx cHUYgN odr s6 TRoNG sAn xufir
HUONG rfi c6ne NGHTCP 4.o
M6 hinh ndy do c6c chuyOn gia tai Acatech vi ciic
chuydn gia, nha khoa hoc D[lc tai c6c trddng dai hoc,
cdc ngirnh c6ng nghi6p d6 xu61 nhEm gitp cic doanh
nghi6p, d5c bi6t ld cic doanh nghiCp sin xudt x5c dinh
dr/dc minh dang d giai doan nio trong s6u giai doan
116
i
t
Domain 3r Turn data into assets
Data are the fuel of the digital economy. We live in
a period when a large amount of data is generated
every minute from social platforms, sensors, billions of
smaftphones in the hands of global users. By combin-
ing data sets inside and outside the enterprises, uslng
machlne learning and deep learning algorithms will
help you predict revenue, inventories, behaviours, and
buying intent of each customer.
Domain 4: Innovate by rapid experimentation
Enterprises are required to have new approaches
in innovation to keep pace with changes in the current
business environment. Traditional enterprlses have to
master the streamlined and flexible approach of start-
ups and make sure the product is always a demo
rather than an end product in order to get feedback
from customers early to minimize risks.
Domain 5: Adapt your value proposition
The value statement is understood as the enter-
prise's commitment or promise to the market about its
quality or services and why you are superior to com-
petitors. You can't create a new business model for
your enterprise without developing a new value propo-
sition for each of your core customer segments along
with a value network that helps generate the value
proposition. An outstanding value proposition for a
product or service is one that contains elements that
help customers deal with their "pain point," make
them happy and help them complete a job-to-be-
done.
DIGITAL TRANSFORMATION MODEL IN MANU.
FACTURING TOWARDS THE FOURTH INDUS-
TRIAL REVOLUTION
This model is proposed by experts at Acatech and
German experts and scientists at universities and
industries to help businesses, especially manufactur-
ing enterprises, determine where they are. Digital
transformation in production or Industry 4.0 does not
happen immedlately but goes through a six-stage
 DOANH NGHTEP vrFr vA CONG cuoc CHUYEN DOI SO

chuydn Odi sd trudng tdi c6ng nghi6p 4.0. Chuydn ddi
s6 trong sirn xudt hay cdn goi li
C6ng nghi6p 4.0
kh6ng di6n ra ngay l6p tfc mi trii qua m6t 16 trinh
g6m sdu giai doan, o m6i giai doan lai ddi h6i td chfc
ph6i chudn bi m6t n6n tiing, td chr?c hay tr-f duy qu6n
tri phi hdp. Dfr li6u c6 m5t trong toan b6 16 trinh,
nhr-lng d5c di6m c[ra n6, cdch th#c thu thSp vi vai trd
ddi v6i c5c phudng thfc vin hdnh, quy trinh ra quy6t
dinh vi giii tri md n6 tao ra cho doanh nghidp li kh6c
nhau. (Hinh 18)
MEc di b6 chi sd trddng thinh s6 cta Acatech dinh
.cho c6c doanh nghi€p sin xu6t, nhtlng n6 hoirn to)n c6
thd dudc di6u chinh dd gi[p do hrdng m[fc d6 trLidng
thinh sd trong cdc nginh kh5c nhU dich vu, hAu c6n,
chdm s6c sr/c khoe, gi5o duc, n5ng luldng, v.v.
S5u giaidogn chuydn tl6is6'trong sin xu6t
roadmap, each of which requires the organization to
prepare a foundation, organization or private. Data are
present in the entire roadmap, but their characteris-
tics, the way they are collected, and the role they play
for the operating modes, the decision-making process,
and the value they create for enterprises are different.
(Figure 18)
Although the Acatech Industrie 4.0 Maturity Index
is for manufacturing enterprises, absolutely it can be
adjusted to help measure the levei of digltal maturity
of other sectors such as services, logistlcs, health care,
education, energy, etc.
Six stages of digital transformation in manufacturing
Stage 1 (Computerisation) and Stage 2
(Connectivity) are seen as the first stages in the digi-

Hinh 78: SAU GIAI EOAN CHUYCN OCJI S6 TRONG SAN XUAT
FrgrerrE 35;5X $T;AGTS OF *TGITAL TK&}iSTOR.MATTOT,I Ii\ IVIAruUTACTURING

Lirm thd nio dd c6 the dat duoc mot phin rlng tu chi?
How can an autonomous response be achieved?
Tutdi m h6a / Self-optimizing

3
Didu g) sE di6n ra / What will happen?
x
Chudn bl / Being prepared \: x
N6 dang di0n ra didu gi x)
\G What i: it happeninq?
\9
Nh6n thfc / {Jndcrstar*ditlg
Didu gidang dien ra I
lffhat ii happeninE?
Quan s{t I $ee&n$
r&)
q thil
\u/

T4o tinh
minh bach I
Kh6 ndng
drl tloiin /
Dr, b6o I
Kdt ndi / Hi6n Predictive
Adaptability
Computerisation (*nnertivity Visibility Transparency capacity

o o o @ o @
Ngubn: Internet of Manufacturing Southwest
Seurce: Internef o{ *,f a n ufec{u ri ng Seiuf&wesf

117
 1

:1
,:l
VIETNAIVI'S ENTERPRISES ON THE ROAD OF DIGITAL TRANSFORTVATIONS
1

I
1

'ti
Giai doan 1 (Vi tinh h6a) vd giai doan 2 (K6t ndi) tal transformation journey towards the fourth industri-
drJdc xem nhrJ pha dEu ti6n trong hAnh trinh chuydn al revolution. In phase 1, enterprises begin to comput- I
!

ddi s6 s6n xudt hrrdng tdi c6ng nghiCp 4.0. Ndu d giai erize paftially or fully production stages/ and applica-
I
doan 1, cdc doanh nghi6p b6t d6u thrJc hi6n tin hoc tions still operate separately, but in phase 2, the iso- I

h6a tilng phEn hoSc toln phEn trong cdc kh6u sin lated IT implementation is replaced by connecting I

xu6t vi c5c r?ng dung v5n hoat dQng m6t c5ch biQt l6p components, Widely used business applications are
I
thi d giai doqn 2, vi6c tridn khai CNTT bi6t l6p sd dr/dc interconnected and mirror the core business process- I

thay thd bdi c6c cdu ph6n kdt n6i. C5c rlng dqrng kinh es of enterprises. Parts of the operating system pro- :
l
doanh s[t dung r6ng rai drJdc kdt n6i v6i nhau vd ph6n vide connectivity and interoperability, but the IT I
I

chi6u c5c qud trinh kinh doanh cdt l6i cia doanh layer's complete interoperability and operational tech- l
l
j
nghi6p. C5c ph'6n cta h6 thdng v6n hlnh cung c6'p kdt nology (OT) have yet to occur. I
t
I

ndi vd tufdng hdp vdi nhau, tuy nhi6n sLt li6n th6ng
- hoin toin c[ra I6p CNTT (IT) vd c6ng ngh6 v6n hdnh In stage 3 (Visibility), thank to sensors attached to I
(Of v5n chrla diSn ra. the machines in the production line, the business begins I
I

to acquire so-called digital silhouettes, which help indi- i

O giai doan 3 (Hi6n thi) nhd vdo cdc c6m bi6n g6n cate what is going on in the business and into reality
I

I
vio c5c mdy m6c trong d6y chuy6n s6n xudt, doanh from time to time, through which management decisions I

' nghidp b5t dEu thu dLrdc cdi goi li hinh b6ng sd, girip can be made. And it is the core structural block for the
1
I

chi ra diEu gi dang di6n ra trong doanh nghi6p vio b6't next stages in the digltal transformation roadmap. t

cf thdi didm ndo, nhd d6 cdc quydt dinh quin tri c6 1

i
thd dua vio dt li6u. Vd n6 li khdi kdt cdu t6i cho c5c In stage 4 (Transparency), big data applications will I
I
I
giai doan tidp theo trong 16 trinh chuydn ddi s6. be deployed in parallel with business application systems I

such as ERP and MES. The big data application provides 1

0
giai doan 4 (Tqo ra t{nh minh bach), cdc fng a shared platform that can be used, for example, to con-
I

dung d[ li6u ldn sA dr/dc tridn khai song song vdi cdc duct extensive predictive data analysis to reveal interac-
I
I

hd thdng fng dung kinh doanh nhrl ERP vA MES. LIng tions in the digital silhouette of enterprises. I
1

dung diI li6u ldn cung c5p m6t n6n ting chung c6 thd :
I

I
dtJdc sLr dung, vi du dd ti6n hdnh phin tich df [6u dLr Stage 5 (Predidive capacity) is based on the com- jr
i
b5o md r6ng nhim tiSt 16 nhtng tddng tdc trong hinh pletion of the transparency stage so enterprises can I

b6ng sd cia doanh nghi6p.
Giai doan 5 6he ndnQ d{ bdo) dda tr6n vi6c hodn
thAnh giai doan minh bach h6a, l(c niry, doanh nghi6p
c5 thd m6 ph6ng c5c kich bin khdc nhau trong tudng
Iai vA x5c dinh kich b6n d6 x6y ra nhdt. DiEu ndy ti6n
quan ddn vi6c drJng ra hlnh b6ng s6 cria c6ng ty trong
tr/dng lai nh5m drf b5o cdc kich b6n khdc nhau
thf tU chrlng theo kh6 ndng xdy ra.
Cu6l cing sau khi dd tr6i qua 5 giai doan n6i tr6n,
doanh nghiCp sE dat cdp d6 cao nhdt trong chuydn ddi
sd sdn xudt hay giai doan 6 (Dt/ b6o), x6y dUng dr/dc
kh6 n5ng df b5o cho ph6p doanh nghiCp riy thSc m6t
s6 quydt dinh cho h6 th6ng CNTT atd n6 c6 thd ttrictr
nghi v6i m6t m6i tnJdng kinh doanh dang thay ddi
theo c5ch nhanh nh6't c6 thd. C5c v[ du bao g6m thay
simulate the different scenarios in the future and iden-
tify the most likely scenario. This involves rendering a
future corporate digital silhouette in order to predict
different scenarios and order them according to their
likelihood.
Finally, after going through the five stages men-
vi xdp tioned above, enterprises will reach the highest level
in manufacturing digital transformation or reach sfage
6 (Adaptability) that allows enterprises to delegate
some decisions to the IT system so that they can
adapt to a changing business environment in the
fastest possible way. In which enterprises can develop
their predictive capabilities. Examples include chang-
ing the sequence of expected contracts due to the
detection of possible machine malfunctions and avoid-
ing delivery delays or inventory predicting can take

118
 DoANH NGHtEp uEr vA cONG cu6c cHUyEN o6r s6
ddl trintr tLt c6c ddn hdng dd dU trir do phdt hi6n dLtdc
kh6 n5ng truc tr5c m6y m6c vi dd trdnh tri hodn vi6c
giao hing, hay vi6c dtr b5o mfc tbn kho c6 thd di6n
ra hodn todn tLl d6ng nhd vAo vi6c hudn luy6n vd tridn
khai c5c thu6t toSn hoc mdy tr6n kho dfr ti6u ldn ti6n
quan ddn hoat d6ng s6n xu6t cta doanh nghi6p,
2. HUoNG Tor MQT KHUNG cHUyEN odr s6
TdNG QUAT cHo DoANH NGHICP VIET
Trong phEn tr6n, chring ta d5 drldc t6m lUdc vE ba
m6 hinh chuydn ddi s6 kh6c nhau v6i (i) m6 hlnh cria
Microsoft mang t(nh phd.qudq 5p dung dttdc cho tdt
c6 loai hinh td chrlc vA tdt c6 nginh ngh6; (ii) m6 hinh
cta trr-fdng Columbia Business School gi(p cdc doanh
nghiCp truyEn th6ng c6 khu6n khd tu duy chi6n tUd.c
dd canh tranh trong thdi dai s6, cdn (iii) m6 hlnh cta
Acatech thi ddnh ri6ng cho cdc doanh nghi6p sdn xudt
dang c6 nhfrng bU6c di cl6u ti6n hodc d5 dd gEn t6i
d[ch trdn hinh trinh sdn xuSt c6ng nghi6p 4.0. V6y
doanh nghi6p Vi6t Nam, vdi phEn I6n c6 quy m6 viJa
vi nh6, xudt phdt didm d m5t bing thSp so vdi trung
blnh c0a thd gi6i vE ci c6ng ngh6 s5n xudt vd rlng
dung c6ng ngh6 th6ng tin, cEn theo m6 hinh chuydn
odi sd nioz c6 t6, m6t khung chuydn ddi s6 k6t hgp
drJdc trJ tlldng c[ra cd ba m6 h]nh n6i tr6n, v] d5t v]o
bdi cinh qu6n tri phrtdng d6ng sE td phir hdp nh6t cho
cdc doanh nghiOp Vi6t Nam.
place automatedly thanks to the training and imple-
mentation of machine learning algorithms on a large
data warehouse related to the production activities of
enterprises.
2, DIRECTIONS TO A GENERAL DIGITAL
TRANSFORMATION FRAMEWORK FOR VIET.
NAMESE ENTERPRISES
In the above section, we have summarized three
different digital transformation models as follows: (i)
Microsoft's digital transformation model is universal
and applicable to all types of organizations and all
industries; (ii) Columbia Business School's model helps
traditional enterprises have a strategic thinking frame-
work to compete in the digital age; and (iii) Acatech's
model is for manufacturing enterprises that have the
first steps or have been about to reach the destination
on the journey of Industrie 4.0. So, for Vietnamese
enterprises, with a majority of small and medium-sized
ones, have a low starting point than the world average
in terms of both production technology and informa-
tion technology application, which digital transforma-
tion model should they follow? Perhaps, a digital
transformation framework incorporating the ideology
of all three above models and developed based on the
context of oriental governance will be the best for
Vietnamese enterprises.
119
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1
Ij
VIETNAIVI'S ENTERPRISES ON THE ROAD OF DIGITAL TRANSFORIVATIONS

vi6n S5ng tao & Chuydn ddi sd vi6t Nam dE xu6't
m6t Khung Chuydn ddi s6 gbm 3 ldp: thrldng tang,
trung tdm vir ha tEng, trong d6 c6 sdu kh6i cdu thinh
(building blocks) d l6p trung tlm. (Hinh 19)
S5u khdi cdu thlnh trong khung ndy gbm c6: (i)
C6c c6ng ngh6 h5 trd nhdn vi6n ldm vi6c; (ii) C5c
c6ng nghd tr6 tro t5c nghi6p, sin xudt, h5u cEn; (iii)
C5c c6ng ngh6 girip doanh nghiEp g5n k6t & trldng
t6c vdi khdch hing; (iv) C6c c6ng ngh6 phuc vu hoat
dQng kinh doanh, phSn phdi ti6p thi; (v) S5n phdm,
dich vu vi m6 hinh doanh mdi dUa tr6n ddn b61y kV
thu6t s6; (vi) VEn h6a, td chfc vi phudng thrlc ldnh
dao phil hqp.
The Vietnam Institute of Digital Transformation and
Innovation (VIDTI) proposed a Digital Transformation
Framework consisting of 3 layers: higher layer, central
layer and foundation layer, in which there are six build-
ing block in the central layer. (Figure 19)
The six building blocks in this framework include: (i)
Technologies to support employees in working; (ii)
Technologies to support operations, production, logistics;
(iii) Technologies to help enterprises connect & interact
with customers; (iv) Technologies to serve business, distri-
bution and marketing activities; (v) New products, seruic-
es and business models based on digital leverage ; (vi)
Appropriate culture, organization and leadership practices'

HiNh 79: KHUNG CHUYEN OdI S6 CHO DOANH NGHICP VIET NAM
frrgrr*re 39; EtrGITAL TRAI{SfCIRMATlOf\, fR,qMfWORK fOR VIffiSl,*.MfSE I:NTERPRISES

sU MENH,TAM NHiN s6/ Mtssi0N, DtQTALVlsl0N

[6p thudng tdng (Ydu td d6n dit (DS) I

{rpper $tratum {$a(t{3r$ ?hat &vive SX}

,rulex,tANe,ld00xe;oditn{ ilil*ilirr$, lliA,qtHili lrllili liiil:l';-ir

NoI B0 IINTERNAL BEN NGOAI

Gdn kdt, trlong tiic, thau hidu

H6 tro nh6n vi6n I khiich hdng I Ingaqe, intera{t,
5tatfsnppcrt understand (ustorflers

Hdu cdn, Sdn xudt, tdc nghi€p / Kinh doanh, Phdn phdi,Tidp thi I
Khdi cdu thinh I Suilcl!*g blocks Logistics, Manufacturinq,
5ales, *is{ribution, Marke{i*g
0peratiolls

Sdn phdm, Dich vu, M0 hinh

Td chric, Vdn h6a, Linh dao I
kinh doanh I Produrts,5enices,
0rgani:ation, Culture,. Leaclership
tsusines: Models

Lop fng dung I Appiiration layer (app/web, microsetvices)

Ldp ha tdng I $cul,ldatior*

HA tdng drlli€u / Data infrastructure {DW, }ata lake, MDM, tDP)

Ngubn: vign Sdng tao & Chuydn ddi sd Vi* Nam (VIDTI)
Solnce: Vietnam Jnsfif{;fe cf Sgifal Transtarmatian and Innovation {VI|}TX}

120
 DoANH NGHtEp vrEr vA CONG cuoc cHUyEN o6r s6
thinh rJu ti6n drJa tr€n chi6h lttdc kinh
Kh6'i c6u
doanh cta doanh nghiOp
Vi6c doanh nghiOp quydt dinh dat tlu ti6n vdo khdi
niro trong sdu kh6i c5u thdnh tr6n ph6i drla vdo chi6n
lU-d.c kinh doanh c[ra doanh nghi6p, tEm nhin sf m6nh
vd k!,vong crlra khdch hing, cd d6ng vd d6i t5c, d6y li
cdc ydu td c6 tfnh chdt d5n d5t chuydn ddi s6, thudc
ldp thudng tHng trong khung chuydn ddi sd niy. rn6ng
h6 c6 thf tr/ tridn khai d6i v6i sdu khdi niry, vi quy6t
dinh kh6i ndo tridn khai trU6c, khdi ndo tridn khai sau
cdn li6n quan d6n tinh chdt vi d5c thi c[ra titng ngdnh
' .nghE, tilng doanh nghi6p, Vi du doanh nghidp khdi
. thUdng mqi sd d5t trong t5m vio vi6c g6n kdt vA tudng
t5c vdi khSch hdng, sr? dung r/ng dung DMS dd qudn l,i
hG thdng ph6n phdi hay dEu ttI vAo k6nh thrJdng mai
di6n t4 cdn doanh nghiEp s6n xudt s6 d5t trong t5m
vAo hoat d6ng t5c nghi6p, s6n xu5t, h6u cEn.
Tuy nhi6n dt doanh nghidp thudc vE linh vdc nAo
thi c6c c6ng ngh6 h6 trO nh6n vi6n vi cdc d6i nh6m
Idm vi6c, d5c bi6t ld c5c c6ng cu tr6n d5m m5y vi du
Microsoft 365, CRM, hay ph6n mEm qu6n l,i du 5n s6
d6u ld rlu ti6n hing dEu. X6t cho cing, tr6i nghiOm
khdch hlng hay m6t dEu ra quan trong cta cdc dU 5n
chuydn Odi sd cni dat dUdc khi quy trinh v6n hdnh crla
doanh nghidp drJdc tinh giin, th6ng minh h6a vd nh6n
vi6n c6 tdc phong ldm vi6c theo kidu cloud first (d5m
m6y trUdc hdt), dttdc trang bi cdc c6ng cu dd hidu,
g5n kdt vd tuong tdc vdi khdch hlng da k6nh m6t c5ch
O6 Adng (omnichannel).
VEn h6a, lSnh dao vi
cd c5u td chfc lu6n ld ydu td
then ch6t trong cdc dU 5n chuydn ddi, v6i chuydn ddi
sd d6 li thrl v5n h6a kh6ng ngt/ng hoc h6i, d5m chdp
nh6n thdt bai, lSnh dao theo kidu trao quyEn tdi da,
l6nh dao ddt c6u h6i dring thay vi dda ra c6u tr6 ldi
dring, vd m6t td chr?c di "ph6ng" dd thic ddy nhanh
c5c qu6 trinh th[t nghiCm ,f trJdng mdi.
C6ng ngh6 vi dfr li6u thu6c vE l6p nEn hay ha tEng
trong khung chuydn ddi sd niy, vi chuydn Odi sd ch6c
chSn s6 thinh c6ng hdn trong nhfitrg td chrlc c6 ha
tdng c6ng nghd dbng b0, dn dinh, i1t xudt hi6n cdc "dc
dio", vA dd x6y dr/ng mQt ha tEng dff li6u vila manh
vtla "sach", drJ-d. c thu th6p vi s5p x6p m6t cSch c6 he
Priority building blocks based on the business
strategy of enterprises
The above six building blocks given priority by
enterprises must be decided based on the business
strategy of enterprises, vision and mission and expec-
tations of customers, shareholders and partners.
These are the factors guiding digital transformation,
belonging to the higher layer in this digital transforma-
tion framework. There is no order of deployment for
these six blocks because deciding which block is
deployed first and which block is deployed later is
related to each industry's nature and characteristics
and each enterprise. For example, a commercial enter-
prise will focus on connecting and interacting with cus-
tomers, using a DMS application to manage a distribu-
tion system or investing in an e-commerce channel. In
contrast, a manufacturing enterprise will focus on
operations, manufacturing and logistics.
However, no matter where enterprises belong,
technologies that support employees and teams, espe-
cially cloud tools such as Microsoft 365, CRM, or proj-
ect management software, will all be the first priority.
After all, customer experience or an essential output of
digital transformation projects can only be achieved
when business operations are streamlined and smar-
tized, and employees work with a style of cloud-first,
equipped with tools to understand/ engage and inter-
act with omnichannel customers easily.
Culture, leadership and organizational structure are
always the key factors in transformation projects. In
which digital transformation is a culture of constant
learning, daring to accept failure, and empowering lead-
ership, that is, leaders ask the right questions instead of
giving the correct answers, and the organization is "flat"
enough to speed up processes of testing new ideas.
Technology and data belonging to the foundation
or infrastructure in the digital transformation frame-
work. As the digital transformation certainly will be
more successful in organizations that have the syn-
chronous and stable technological infrastructure with
the more-minor appearance of "oases" and that have
developed a strong and "clean" data systematically
121
 il
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VIETNAIVI'S ENTERPRISES ON THE ROAD OF DIGITAL TRANSFORMATIONS *
I
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l
t
a variety of
I
thdng ttl nhiEu ngu'6n b6n trong vd b6n ngoii doanh collected and organized from sources {
.1
nghi6p. Chi c5c doanh nghiCp quy m6 ldn nhd cdc tap inside and outside the enterprise. Only large-scale a:
:3

doln, c5c ngSn hirng mdi c6 clt ngubn lUc tii chinh vir enterprises such as corporations and banks have suf- l
.,
c6 nh6n sd dd x6y d{ng ha ffing cdng ngh6 vd dir li6u ficient financial and human resources to develop their j
i
cho ri6ng minh, gi6i quy6t c5c biri to5n chuydn ddi s6 own technology and data infrastructure, solving digital
i
cho quy m6 hirng tri6u kh5ch hirng hay hdng tri6u v6t transformation problems for millions of customers or c
r1

millions of things. For SMEs, it is advisable to use

thd (things). D6i vdi cdc doanh nghiGp vtra vd nh6, ldi
khuyGn li n6n sfi dung ha tEng c6ng ngh6 ding chung,
cd sd df li6u dtng chung do cdc ddi t5c c6ng ngh€ l6n
ph6t tridn vA cung cdp c5c r/ng dlrng d dang SaaS.
at
shared technology infrastructure, shared databases
developed and supplied by significant technology part-
ners in the form of Software as a service (SaaS).

Chuydn ddi sd trd thdnh mQnh lQnh chi6h ltrgc Digital transformation becomes a strategic
imperative
, Chuydn ddi sd kh6ng phdi lA m6t trdo [Ju thdi
thUdng, m5c dir chuydn ddi s6 mang nhiEu danh xUng Digital transformation is not a hot trend. Although
vd O6 Oi nh6m l5n v6i nhi6u thuOt ngff khSc nhrl c5ch digital. transformation has many titles and is easily con-
mang c6ng nghiAp 4.0, dQt ph5 ky thuet sd, nhUng trJu fused with many other terms such as the Foutth a

chung lai n6 dd trd thAnh m6t m6nh l6nh chi6n lU0c Industrial Revolution, digital breakthrouglf, it has become il
d6i v6i moi doanh nghi6p, kh6ng cdn m6t drJ 5n li a strategic imperative for every enterprise rather than an
3
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c6ng nghd thdng tin drldc v6n hdnh tl6c I6p trong cdc information technology project operating independently :r1

td chrlc nhrl tnldc d6y. Chuydn ddi sd dang ddi h6i su in organizations like before. Digital transformation :il
:l
x
"l6t x5c" todn di€n vE cSch m6t doanh nghiEp v6n demands a comprehensive "change" in how an enter- {
::t

hdnh, thi6t kd s6n phdm, m6 hinh kinh doanh, tudng prise operates, designs products, business models, and It
interacts with customers and partners in the ecosystem.
I{
tdc vdi kh6ch hing vir c5c ddi t5c trong h6 sinh th5i. ,i
J

Bii vi6t niy tdng hdp vi

dE xu5t m6t khung This article synthesizes and proposes a universal
]
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chuydn ddi sd c6 tlnh phd qu5t vd tudng thich cao cho and highly compatible digital transformation frame- '1
:l
moi loai hinh doanh nghi6p cta ViQt Nam, dd c5c l5nh work for all types of Vietnam enterprises. So, business
;
dao doanh nghi6p c6 c5i nhin hG thdng, du(a ra quydt leaders have a systematic view, make the right deci- 3
il
dinh ding d6n trong vi6c hJa chon Uu ti6n, ltla chon sion in choosing priorities, select implementation part- a

cl6i t5c tridn khai, vA gi(p.todn b6 td chfc trong doanh ners, help the entire organization at enterprises agree,
t3
nghi€p dbng thuOn, cing nhin vE mgt hrJdng trong and look in the same direction in the digital transfor- 3

hinh trinh chuydn ddi s6.r mation journey.l {

3
t\
,i
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j
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:l
2. Gi td doanh nghiQp trong thdi dqi sd (David 2. Cei td doanh nghiQp trang thdi dqi sd (David 3

Rogers, Nhd Xudt bdn Tdng hdp TP HCM) Rogers, Nhd Xudt bAn Tdng hlp TP HCM) .i
?
3. https : I / i nte rn etofb u si n ess. co m/w p - 3. https:l/internetofbusiness.com/wp' {
i
- I
co nte nt/ u p I oa d s/ 2 0 1 7/ 1 2/ D ay -Two_U n i ve rs i ty - co ntent/ u p I oa d s/ 2 0 1 7/ 1 2/ D a y -Two_U n i ve rs ity I
{:l
of-Texa s- at- Da I Ia s. pd f af-Texa s - at- D a I I a s. pdf
$
:
4. https:/lhanel.com.vn/hoat-dong-su-kien- 4. https://hanel.cam.vn/hoat-dong-su-kien- :t
a
rt
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h a ne I h a ne I -ky- ket- ho p-ta c-vo i -v i en - sa ng-tao- /
h a n e I h a n e I - ky: ket- h o p-ta c-v a i -v i en - sa n g - ta a -
I
va -ch u ye n -d o i - so. htrn I va - ch u yen - d oi -so. htm I
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