Insights
Perspective from the team, drawn from live engagements: how organisations in Vietnam are handling restructuring, developing leaders, and competing for scarce capability.
Career Transition
Outplacement is employer-funded support for people leaving a role. Here is what it is, why it matters in Vietnam, and what separates good from box-ticking.
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Career Transition
Should you fund outplacement for a restructure in Vietnam? Four reasons it pays off here: reputation, the people who stay, scrutiny, and better outcomes.
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Leadership Development
Developing women leaders in Vietnam works better when you stop trying to fix the women and start enabling their managers. Here is what that looks like.
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Coaching
A manager who coaches gets more from their team than one who directs. What that shift asks of leaders in a Vietnamese workplace, and how to build it.
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Advisory
Succession planning in Vietnam carries a specific risk: founder- and family-led continuity. Five signs your leadership is, or is not, future-proof.
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Coaching
Team-building is an event; team coaching is sustained work on how a team actually operates. Which one a Vietnamese leadership team needs, and when.
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Leadership Development
The move to first-time manager is the biggest jump in most careers. Why it goes wrong in fast-growing Vietnamese firms, and how to support it.
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Around 40% of the people we support through restructuring choose a pathway other than immediate re-employment: a business, a portfolio of work, or an earlier, active retirement. Outplacement built on a single job-search track pushes against that reality. It is why our programmes start with a roadmap conversation, not a CV.
A significant part of our leadership work is customised leadership team offsites: not training moved to a hotel, but a team working on a specific organisational challenge with facilitation, coaching and assessment combined. The demand signal is clear: leadership teams want to resolve something, not attend something.
Senior selection, promotion and succession are where interview impressions and job performance diverge most. The organisations getting this right in Vietnam are not testing everyone for everything. They choose one validated instrument for the specific decision in front of them, and have the results interpreted by a practitioner.
The restructures that hold up (with staff, unions and authorities) are planned as communication events, not just legal events. Manager notification training, notification support and onsite transition support decide whether the organisation keeps the trust of the people who stay.
If one of these themes is live in your organisation right now, the fastest route to a useful answer is a conversation with a consultant.
