Currently, businesses are faced with an increasingly volatile, complex and risky business environment. Rapid changes often create unexpected opportunities and threats. Therefore, the formulation of a strategy and how to manage it in an enterprise plays a very important role and is shown in many different aspects. The strategy of an enterprise is likened to the path, the steps and the key to the operation of the enterprise to achieve certain goals, plans and success. Therefore, there is a need for a tool to help different parts of the organization work together and keep them on track. That tool is called “Hoshin Kanri" . What is Hoshin Kanri? Hoshin Kanri (aka Deployment Policy ) is a method for ensuring that a company's strategic goals drive progress and action at every level within that company. This eliminates the waste of time that comes from inconsistent directives and poor communication between departments. Hoshin Kanri strives for every employee to work towards the same goal at the same time. This is achieved by linking the company's goals (Strategy) to the plans of middle managers (Tactics) and the work done by all employees (Actions). Hoshin Kanri creates a systematic flow of information that runs through the entire company – just like the human nervous system runs through the entire body. Goals and KPIs are implemented from top to bottom, while results are fed back from bottom to top. Steps to perform Hoshin Kanri: 1. Develop a Strategic Plan 2. Develop tactics 3. Action 4. Review and adjust Hoshin Kanri is an essential Lean management method to ensure that a company's strategy is executed on a hierarchy. The constant improvement of plans will forever transform all levels of management in a company, Hoshin Kanri's core principles will benefit any company if followed them. - When Hoshin Kanri is implemented effectively, it forces the leadership team to come up with a vision and a list of breakthrough goals, create a series of complementary goals, ensure alignment and deliver necessary leverage for successful implementation.

Politician Benjamin Franklin once said, “Do you love life? Then don't waste time, because time is life." Everyone has only 24 hours a day to live and each person chooses different ways of living. Some people use those 24 hours to do the work of a senior administrator while still ensuring time for themselves, but there are also individuals who feel that 24 hours is not enough for them. Looking at the facts, you probably aren't that busy, you just haven't managed your time effectively. Most people know that time management is crucial to success, but not everyone can control it. That makes it almost impossible for them to complete the plan they have set out despite their best efforts. So how do you handle these jobs to complete in the most optimal time? The Eisenhower Matrix is ​​said to be an effective strategy to help you identify what matters most and optimize your time efficiently. Let's take a closer look at this matrix. According to Eisenhower, in order to be able to use time effectively with the highest productivity, we must spend time on important things (Important) and not on urgent things (Urgent). You should remember that “Important things are often less urgent and urgent things are rarely important”. To do this as well as reduce the pressure of having too much work to complete with a short time, the Critical - Urgent Model will help you quite a lot. The Eisenhower Matrix is as follows: DO - Important and Urgent The tasks in this category force you to do it right away because they are both important and urgent. Unpredictable times: Urgent meetings, work emails related to important projects, conflicts with customers, car breakdowns, etc. Predict when to happen: Company anniversary, wedding day, birthday… Backlogs due to habit of procrastination: Schedule to send work reports, compose presentations... For those who work with customers, jobs that are classified in group P1 such as a customer you are taking care of have a need and need information urgently the next day. It can be said that "customer is king" is always true and applied to all service and customer service people. DECIDE - Important but not urgent P2 does not require immediate action (not urgent) but you must do it all because they are important. Spend more time on this item. We often put important but non-urgent tasks on the sidelines of our lives and say to ourselves, “I will do them someday, after taking care of all the urgent things.” We even procrastinate figuring out what is most important to us. This often repeats as a cycle in which you only deal with the urgent tasks at the top of the list. For example, building processes and work instructions for internal when approaching customers. This is important but not urgent work, as it is considered long-term and requires more time. To solve this problem, you need to lead your life in a proactive way: “I will make time for these things no matter what.” DELEGATE - Not important but urgent What characterizes the jobs in this group is that they're not meant to accomplish your goals, only they're urgent. People often spend most of their time on these things because they think they are important. In fact, if you pay close attention, you will realize that they do not serve your own goals, much less help you to improve. In the long run, you will feel tired and exhausted when you have to spend so much “downtime” on these activities. More seriously, it even makes you psychologically dissatisfied and annoyed with others For example, someone asks you to buy things, invite customers for coffee because they are in the meeting room; Calls from relatives who have not seen for a long time or messages from friends,... The best way is to solve this job as quickly as possible or you can delegate it to others and learn how to "Say No" with the tasks in this P3 group when there is not too much time for important work. DELETE - Not Important and Not Urgent The tasks in this P4 group you should spend the minimum time because they really do not bring significant benefit or value. For example, surfing Facebook, watching comedy videos, movies, breaking news or gossip, etc. Ask yourself, are you spending a lot of time in this work group? And it's best to resolutely switch to another job to avoid wasting time! How to allocate time in accordance with the levels of the Eisenhower matrix: P1: ~15% – 20% P2: ~60% – 65% P3: ~10% – 15% P4: < 5% The Eisenhower Matrix is ​​a time management method that works well for people who have goals but never achieve because they don't have enough time. With Eisenhower, you'll learn how to re-evaluate your priorities. Also learn to focus on what's more important than the fake urgency. You'll never have to strain yourself to deal with a mess again.

According to statistics of the American Quality Association, a Lean Six Sigma Black Belt certified person will have a minimum income of about 15,000 USD/ month. But have you heard the phrase “Lean Six Sigma Black Belt” (LSSBB) before? If not, it's not strange at all because nowadays LSSBB experts in Vietnam are very rare. Also, did you know that in today's large foreign corporations, Green Belt and Black Belt specialists are required for management positions? If you do not have a Green Belt Certification, you may not be able to continue to hold your management position. Continue reading this article because you have seen an opportunity: LEAN SIX SIGMA TRAINING PROGRAM - GREEN BELT AND BLACK BELT It definitely isn't easy to achieve these two belt. After meeting the theoretical requirements, students will have to apply in two (02) improvement projects in their business, and each project must achieve a saving of about 50,000USD (2 projects for Green Belt) and 100,000 (2 projects for Black Belt). This is the biggest barrier to create Lean Six Sigma experts in Vietnam. Understanding this, John&Partners has launched the Lean Six Sigma program with both levels: Green Belt and Black Belt with curriculum and accompanied by mentoring programs for students to develop their own projects. The only program in Vietnam led by Dr. Ngo Cong Truong - Top 40 best people in the world in operational optimization and the only Vietnamese to achieve Master Black Belt level of the American Society for Quality (ASQ). ) direct teaching. The program includes: LSS Program - Green Belt - 08 days LSS Program - Black Belt - 08 days (after completing Green Belt) Improvement project coaching program.

Dr. Ngo Cong Truong – Founder and Professional Director of John & Partners Education and Consulting Company Dr. Ngo Cong Truong - Founder and Professional Director of John & Partners Education and Consulting Company, is a familiar face with Shark Tank Vietnam, when many times invited by the program to be the speaker of the seminar. small 'Swim with Sharks'. Recently, Shark Tank's fanpage posted a video about this doctor's comments on the business model of E Link Gate. In episode 7, although not interested in the B2B2B sales model but interested in eLinkMe products, Shark Binh proposed to pour $400,000, of which $100,000 was exchanged for 10% shares, $300,000 would convert shares according to KPIs. specifically to produce and commercialize products on a large scale. In the video, Dr. Ngo Cong Truong was not afraid to frankly criticize E Link Gate's business model, and commented that the solution of this startup may be useless in the future, when the problem is like founder and CEO. Nguyen Xuan Hoang mentioned on Shark Tank Vietnam, disappeared. In addition, he also pointed out the lame comparison between E Link Gate and Teamviewer. It is always convenient to 'exploit' the common disease of Vietnamese startups, such as 'misconceptions' about the concept of 'pioneering' or 'business valuation. E LINK GATE'S BUSINESS MODEL IS UNATTRACTIVE AND WRONG "First, let's evaluate a little about Teamviewer. Teamviewer is cloudbase-based software - cloud computing, used to distribute information technology resources on demand. This software has been used many times. Now, a long time ago, Teamviewer's business model is B2C, B2B2C, which means it can be easily scaled up," said Mr. Ngo Cong Truong. The model of E Link Gate is B2B, B2B2B; while, more and more people want to turn the letter B into the letter C. The reason Uber - Grab - Airbnb is successful is because they only focus on B2C. When investing, what the Sharks only care about is the scale-up and payback rate for them. When the Sharks hear this model is B2B and then B2B2B, they find it 'hard to chew'. Especially B2B, selling for a long time and very difficult to scale up. "So, when I heard the founder answer Shark Phu's question, I thought 'this guy is dead'. Shark Phu asked deeply, because he was the boss of B2B. Before starting with Sun House, Shark Phu also sell those. Shark Phu asked 'how do you go to sell', the founder replied 'direct sales'. Direct sales ie selling to 1 million businesses, you have to knock on the door 1 million times. That's why I said: his business model is not attractive", Mr. Ngo Cong Truong analyzed further.

MSc. Nguyen Thi Hong Ngoc, Operations Director of John&Partners Education and Consulting JSC Corporate culture is the characteristics, personality and also the "summary" of the values, traditions, interactions, behaviors and attitudes of members in a business. One of the keys to business success is having a strong culture built on a common set of beliefs and values, supported by strategy and superstructure. When an organization has a strong identity culture, the entire team knows how top management wants them to react in any given situation, they know that the expected response is correct and believe it. that they will be appreciated and rewarded for their contribution and true expression of the values ​​of the organization. As trust and values ​​are widely shared and firmly maintained, trust in the team increases, people collaborate more, and decision-making becomes fast and efficient. Thereby improving the overall performance of the organization and providing a strategic competitive advantage as well as improving the customer experience. That is why businesses are very interested in building a corporate culture bearing their identity. That identity is clearly reflected in the superstructure to the infrastructure when building and operating the business, implementing the strategies and business models set out. However, one of the mistakes many businesses make is that the implementation of building corporate culture seems to become the main concern and responsibility of the human resources (HR) department after being oriented from the top management. leader. The fact that HR is responsible for the entire success of the process of building corporate culture without the companionship, support, contribution, participation and interaction of all departments and teams makes construction projects difficult. Building corporate culture seems to have reached a dead end or forms a blurred, inconsistent culture that does not bring a common message and has not guided everyone to the same value and behavior system. In more than 10 years of consulting businesses, from restructuring, building strategies and business models to building systems, processes, and corporate culture, we have become very familiar with the image of the office. Human resources always try to urge everyone to participate in the project, design communication programs, messages, organize team-building trips, meetings. However, everyone in the room takes care of their daily professional work. The sales department is busy with customer meetings, preparing bids, signing contracts. Marketers are engrossed in advertising media campaigns. The production team is concerned with reducing waste, ensuring productivity and safety in the factory… That is why one of the reasons why building and maintaining a corporate culture fails is the lack of leadership commitment and involvement of relevant departments. Of course, no one can deny the great role and influence of HR on programs to build corporate culture. Behind the leadership's orientation and commitment, the role of HR is not small in building corporate culture. From the perspective of HR, because it is related to the team and internal communication, the whole operation cycle of HR has a strong impact on helping to form and affirm corporate cultural identity. HR will support departments to recruit individuals whose values ​​and attitudes and behaviors are consistent with common cultural values, while recognizing small differences to have a roadmap for transformation, training and development. develop for them. HR also helps develop income and welfare policies aimed at encouraging corporate behaviors and cultural values. HR also plays the role of listening, understanding and connecting the team through many common activities that businesses organize.