dutch vietnam management supporter no. 22

7/31/2019 Dutch Vietnam Management Supporter no. 22

1/10

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

May 31, 2012

6th year, no. 3

The Ultimate Prize

Activities June/July

1

2

MBA & your future

Allround Managers

When the cat is out

3

4

5

MD Programs

Royal Courses

Asian Brands

6

7

8

Hopstaken Services

Contact information

9

10

Sit vis tecum!

May the force

be with you!

The Ultimate PrizeKnow someone who thinks he knows everything?

Ever tried to tell this person something? Its no use. This

person suffers from a serious delusion. Slowly but surely

he disconnects from reality. Life around him changes all

the time, yet he refuses to realize this. So sad!

In Vietnam I rarely meet Vietnamese who display

that attitude. Most Vietnamese are eager to learn. Theyseem to want to catch up with rest of the developed world.

And: to build Face. Self-confidence.

But acquiring knowledge is not all there is.

Knowledge is quantitative. Beyond it you find wisdom.

Its a fascinating event when a participant in a course or

workshop comes up with a deep insight. Not based on lots

of knowledge, but on deep understanding. Then you see

most others fall silent: wisdom, the ultimate prize.

Never look down on anybody, unless

youre helping them up.

Jesse Jackson


2/10

26th year, no. 3

The Dutch Vietnam Management

Supporter

Choose a job you love, and you will never have to work a day in

your life. Master Kong

The 2012 edition of my catalog (pdf) will be yoursafter sending a request to [email protected].

Saigon, May 27, 2012

Left: a white board with answers to What do

you expect from your manager? The result of a


3/10

36th year, no. 3


Supporter

Does an MBA education prepare

you for the future?The most important question about MBAis: can I use it to improve my companys &

my own performance? The answer depends on two aspects of the MBA program. Firstly,

the hands-on business experience of the MBA-teachers. When this experience is lacking

or irrelevant, it is very difficult to translate theory into effectively dealing with real-life

situations. The teacher then depends largely on the experience of his/her students.

Secondly, the curriculum itself. As argued earlier (DVBS no. 21) MBA is US-based. But

there is another factor. Recently Mark Fidelman collected information about its actuality

from the top 25 MBA providers in the USA. He focused on social media (Facebook,LinkedIn) as global communication platforms, revolutionizing marketing, human re-

sources management, and more. Below a summary. The data speak for themselves.

Besides this omission, many MBA-programs keep on using outdated text books and re-

sources. In Vietnam many use copies of pre-crisis books. What to think of forwarding, in

2012, the same marketing, economic, financial and statistical insights and techniques that

have significantly contributed to the global financial crisis? Think!


4/10


Supporter

6th year, no. 3 4

Making Managers AllroundDespite overwhelming evidence

of the contrary, many people stub-

bornly believe that excellence in a

specialism promises excellence in

management. All over the world the

most common mistake in career

management: promoting an out-

standing specialist to manager. The

loss of your best specialist (hard to

replace) aside, this may well lead to

winning a weak (and frustrated)

manager. What to do? Demoting him

means he loses face. HR, HELP!

In other cases you find yourself

having an inexperienced manager

who has to go through hell & high

water to learn the tricks of the trade,

yet still misses basic management skills. HR, ADVICE PLEASE!

So what to do when you have team leaders and managers, among them specialists, and you

(their CEO) want to increase their management abilities? First of all, you check their needfor training. When you know their need (and add your own, as CEO) you start looking for a

provider of management know-how. After a meeting with De Heus LLC Vietnam CEO Mr.

Gabor Fluit and his Personal Assistant Miss Tra My I proposed to deliver my Allround

Manager Program: 12 hats every manager

needs to know how to wear.

We agreed to complete the program

between August 2011April 2012 in 4 x 2

days. My interpreters Mr. Phong & Dr. Khoa

did a great job supporting the program.

For De Heus Vietnam investing in train-ing has an extra dimension. It expands

fast. Allround managers are in high demand.

Like everywhere in Vietnam!

June 18 the third De Heus Vietnam ani-

mal feed factory opens its gates in Dong

Nai (Dau Giay IP, Thong Nhat District).

There are 2 ways to exert power: one is pushing

others down, the other is pulling others up.Booker T. Washington

De Heus managers enjoy their break at the

Riverside Renaissance Hotel in HCMC


5/10

56th year, no. 3


Supporter

When delivering a work-

shop in Binh Duong Pro-

vince, my clients company

bus picks me up around 7:20

am. To make sure I dont

miss it, I am at the pickup

spot at 7:10, close to the in-

tersection Phan Van Tri

Nguyen Thai Son (Go Vap).

Living in Vietnam for

several years and having

driven over 15,000 km on my

motorbike, traffic- & street-

wise there is not much left to

amaze me. But observing the

traffic & street life from the

sidewalk on Phan Van Tri

once again made me realize that Ho Chi Minh City traffic & streetlife really forma tour-

ist attraction in itself. Its good to see that local laws havent (yet) touched the work of the

breakfast ladies. During my first major stay in Vietnam, I enjoyed my street breakfast ofa lofty omelette+bacon+lettuce+tomato sandwich, with Vietnamese ice coffee and fruit,

altogether for 80 eurocents. Never got sick once. The lady above only serves her clients

when the city traffic police (below) decides to choose a different place to stop traffic offend-

ers. Some people always drive on after the light turns red, creating danger for themselves

& others. These cops do the right thing: fining everyone who does so. But their presence

has an interesting side-effect: motorbike cowboys spot them from far, and dont ride

against the traffic direction,

race, or cut corners. But:

when the cat is out, the

mice dance on the table.In that sense many Vietnam-

ese act like these mice.

Without cop-like supervision

their attitude is: Rules?

What rules? Yes, Good =

Getting away with it, and

Bad = Getting caughtare

part of Vietnamese culture.

You can observe it on the

street, but also in some

organizations. Boss gone

work stops. Call the cops?

When the cat is out, the mice ...

Phan Van Tri, April 10, 2012

Phan Van Tri, May 9, 2012


6/10


Supporter

6th year, no. 3 6

In most Vietnamese organizations

the lower ranks rarely communicate

with the upper ranks. Let alone, initi-

ate communication: given traditional

Asian culture, that is a privilege of the

upper ranks.

Result: much information, andworse, ideas for improvement never

reach management levels. Talents

are rarely spotted, and may well quit to

find a job with the competitor. As long as

this piece of Asian culture maintains its

grip, change will be s-l-o-w: innovation &

improvement will remain a privileged

duty for top management.

Yet, change is inevitable.Young Vietnamese entrepreneurs are increasingly aware of the

power of listening. The young who more & more populate the countrys organizations de-mand from their managers two-way communication. No two-way? They quit. Meanwhile,

many non-Asian enterprises have set up shop in Vietnam. The Austrian company Schoeller

Bleckmann Oilfield Equipment Vietnam was founded in 2008. CEO Mr. Campbell McPher-

son runs SBOEV with a team of skilled & highly trained specialists, and a management

team. Both have embarked on a tailor made Management Development Program. The first

echelon (managers, right) and the second (supervisors, left) do some workshops together,

others separately. In this way the teams not only work at improving their management and

soft skills, but also the mutual understanding between the two management layers.

Management Development

@ Schoeller Bleckmann OEV

Mistakes are always forgivable, if one has the courage to admit

them. Bruce Lee


7/10


Supporter

6th year, no. 3 7

Human Resources is a business area that attracts more and more

learners. HR-activities in Vietnamese organizations are usually limited

to recruitment and administration. However, since a few years HRM in

Vietnam is a professionalization phase. HR Officers go out and learn

about the many other areas belonging to a full HRM department. They

meet in HR clubs, both off- & online. A Vietnamese HR discussion group

on LinkedIn has almost 15,000 members. HR staff mixes formal with informal training to

learn about subjects like

Corporate HR Strategy & Planning

Talent Recruitment & Management

Organizational Design & Efficiency

Internal Communication

Compensation & Benefits

Coaching & Mentoring

Team Work & Meetings

Performance Evaluation & Management

Traininginhouse / outsourced

Career Start & Career Planning

Last years seminar by HRM opinion leader HR Dave Ulrich attracted 500 attendees.

It stimulated both Vietnamese CEOs and HR practitioners to take a new look at HR. This

may in part explain the increasing number of my students. Where the average 2011 HR

class had 2025 participants, now there are 35 or more*). HRM is a rich subject. It has lots

to offer to companies that want to become more productive, hire talents, and keep them.

In April I conducted the 5 evening Recruitment & Career Start course. Last week its sequel:

Career Planning & Training. Now, 45 participants. Good to see this manifestation of broad

interest: an element of justified hope for Vietnamese business in this time of economic crisis.*) Or is it the royal discount offered to company groups?

Public Courses @ Royal

The secret of a long life is double careers. One to about age sixty, then

another for the next thirty years. David Ogilvy

My 2012 schedule at Royal Business School:

The Real Public RelationsJuly 913

Interpersonal Relations (HR)Aug. 1317Organizational Culture (HR)Nov. 1923

Presentation SkillsDecember 37

Go to http://www.royal.vn for information.


8/10


Supporter

6th year, no. 3 8

There is GREATNESS in Asian brands

The 2012 Tetrapak Vietnam Customer Conference had as its theme brands & brand-

ing. To enlighten the audienceTetrapak customers and guests3 speakers shared their

views and experiences: Madame Ninh, former Ambassador of Vietnam to the EU and Bel-

gium, Joe Wheller, Managing Director of marketing & branding research firm Cimigo

Vietnam, and Joseph Baladi, CEO of BrandAsian and author ofThe Brutal Truth AboutAsian Branding. In her erudite yet clear and personal way Madame Ninh shared with us

her views on what is needed to define the Vietnam brand. Successful branding requires

looking around in the world & an honest look

in the mirror: to see what can be promoted as

Vietnams brand elements, and what needs to

be improved to support the Vietnam brand.

Cimigo tested 300 (out of 3,000!) tv-commer-

cials shown in Vietnam. Cimigos Joe

Wheller enlightened us with a series of ads

that were either successful or unsuccessful aswhat I call brand carriers.

Joseph Baladi made clear what brands and

branding are and what they are not. I was

most impressed by his analysis of certain tra-

ditional Asian CEOs, whose business vision is

all about making money, and who expect their

advertising company to build their brand.

Some of those ad agencies, hungry for the as-

signment, are all too eager to get the assign-

ment, and say yes to anything this CEO will tell them. The result is failed branding and

wasted money. Reason? Look at the quote in the top picture, and you may get the idea.

The conference location was Hotel Nikko Saigon (D. 1). Excellent service, excellent catering.

Madame Ninh

Joseph Baladi


9/10

Major Services + Client List + Mini Catalog

96th year, no. 3

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;

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

Overview of Prof. Loeks services

WORKSHOPS

A 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

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]

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, & later, 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 (BBA/MBA)

2005 + 2007: Professor appointments

2007-2008: visits to Vietnam: lecturing,

consulting, surveying, delivering courses,

workshops & seminars

November 2008: establishment in HCMC

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 Inst.

Full CV: mail [email protected]

10


Supporter

6th year, no. 3

An education isn't how much you

have committed to memory, or

even how much you know. It's being

able to differentiate between what

you know and what you don't.

Anatole France

Friday night, May 27: after completing

the Career Planning & Training Course

@Royal.

dutch vietnam management supporter no. 22

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