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Giấy phép số 4978/GP-TTĐT do Sở Thông tin và Truyền thông Hà Nội cấp ngày 14 tháng 10 năm 2019 / Giấy phép SĐ, BS GP ICP số 2107/GP-TTĐT do Sở TTTT Hà Nội cấp ngày 13/7/2022.
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Amid a wave of leadership transitions across many Vietnamese enterprises, the succession question is no longer only about handing over power but about upgrading an enterprise’s development capabilities. SHB Vice Chairman Do Quang Vinh said the new generation of leaders must continue the core values established by the previous generation, while adding a technological mindset, data governance, and stronger integration capacity to build a more resilient business in the next development phase.
Speaking at the forum “40 years of Reform: The Leading Role of Economic Groups” organized by Investor Magazine on April 13, Do Quang Vinh, Vice Chairman of SHB’s Board of Directors and Deputy General Director, said succession today is not simply a transfer of positions but a process of creating a stronger version of the organization.
He said the biggest challenge in intergenerational transfer is the gap in thinking between older and younger leaders. To address this, companies need to help each generation understand the role of the other in the transfer process.
“Succession is not repetition; it is about creating a stronger version,” he said, adding that succession involves handing over a heritage. For a company, this means preserving the legacy so the next generation can develop and uphold it.
For the older generation, Do Quang Vinh described their contribution as devoting their energy to the company’s heritage through a period when the economy faced its most difficult challenges. He said they lacked capital and institutions, but still dared to think and act—leaving not only scale and status, but also cultural values such as prestige, mindset, determination, courage, and a shared belief in the country’s progress.
For the younger generation, he said they grew up in a better environment with access to many new opportunities. This advantage allows them to restructure and reorganize the business, but they must not lose the company’s culture and prestige when engaging with the world. He also noted that while the younger generation is formally trained, they have not yet proven the same level of resilience, determination, faith, and practicality—highlighting a key difference between generations.
“When we need to understand deeply and balance both generations, only then can the business develop,” the Deputy Chairman said.
Do Quang Vinh said the younger generation should understand that growth is necessary, but sustainability is the primary factor. In favorable times, he said they should not become complacent; when difficulties arise, they should not give up.
He added that to develop the business, the younger generation needs favorable policies and a supportive environment to grow with confidence. He referenced international experience, noting that Korea has many chaebol successions and that such outcomes are supported by favorable policy frameworks that allow leaders to confidently leverage their strengths.
He also emphasized that succession takes time and cannot happen instantly. The generation gap, he said, will blur if the company does not consistently place responsibility to customers and society first.
“If the generations share the same goals, directions, and ambitions, I am confident the generation gap will fade and help the enterprise reach international scale,” Do Quang Vinh said.
According to Do Quang Vinh, people and corporate culture remain the foundation for development. He said digital transformation, information technology, and innovation will be key driving forces. At the same time, he noted that the bank pursues green banking as a long-term orientation.
“I believe this is the path for SHB to move faster, deeper, and more sustainably with the country in this new development phase,” he affirmed.
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