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At the Viettel Talent 2026 orientation ceremony held on the afternoon of May 11, Viettel Group Chairman Ta Duc Thang told interns to learn to turn pressure into motivation. He said that newcomers to Viettel often initially see opportunities, knowledge, and a development environment, but as they go deeper into their work, they will face more pressure and will need to adapt.
“Pressure at Viettel should be understood in the proper sense. It is positive pressure,” the chairman emphasized. He added that no development environment is entirely smooth, and that without clear goals, challenges, and positive pressure, individuals may not mature as expected. He also linked Viettel’s progress to its practice of consistently choosing difficult tasks, confronting challenges, and finding ways to overcome them.
From that mindset, the chairman urged interns not to ask “Why me?” when facing difficulties, but to adopt a Viettel mindset: “Bring the task here, I will do it.”
Second, he stressed adaptability. In the Viettel Talent internship, interns will encounter many fields, many people, and different working methods. He noted that some interns take part in important projects related to digital transformation for Party organizations, the Parliament, or key technology sectors.
Therefore, the chairman said interns should make the most of mentoring, management, colleagues, and fellow participants to learn.
Not only academic knowledge, the chairman said interns should learn how to operate in a large organization and build a culture of responsibility, discipline, security, and a service-oriented mindset. He also noted that in certain areas, interns must strictly comply with rules and maintain confidentiality within the internship scope.
Third, he said each intern is expected to deliver a product after the program. He hopes that after six months—especially for those advancing to Round 2—each participant can leave a tangible result: a product they can be proud to present as a Viettel Talent member.
According to the chairman, previous cohorts have produced many deliverables that are currently contributing to and serving the people and the nation. He described this as an important measure of the program: creating real value, not only gaining experience.
The chairman said the deliverable does not have to be grand at the outset, but should reflect learning, problem-solving thinking, and engagement. It could take the form of a new idea, a tool, a technological solution, a process improvement proposal, or a specific task that supports the unit’s practical operations.
He added that the key is for participants not to merely “go through” Viettel Talent as a resume entry, but to truly leave a mark. Each product should show that interns observed, learned, tried, faced real problems, and worked to create real value.
Viettel Talent has entered its sixth season. The chairman said the program has grown from 500 applications and 50 interns in the first season to about 9,000 applications and 800 interns today. He said this scale demonstrates the program’s increasing appeal while also increasing responsibility for the Group, its units, mentors, and the young people participating.
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