Over the past two years, Artificial Intelligence (AI) has become one of the most frequently discussed topics within the Vietnamese business community, particularly among small and medium-sized enterprises (SMEs). From business networking events and digital transformation seminars to internal management discussions, AI is often positioned as a “lever” capable of accelerating growth, optimizing costs, and strengthening competitive advantage.
However, from the perspective of consulting and hands-on accompaniment with many Vietnamese SMEs, we observe a reality that must be addressed directly: AI does not rescue organizations whose operational foundations lack discipline. On the contrary, in organizations where operational standards are unclear, AI often causes disorder to surface faster, deeper, and in ways that are more difficult to control.
Vietnamese SMEs and the “Technology Illusion”
Most Vietnamese SMEs share several common characteristics:
- Heavy reliance on the founder’s personal flexibility and decision-making
- Dependence on the experience and effort of a small group of key individuals
- Fast decision-making with minimal hierarchy
These characteristics help businesses survive and grow in their early stages. However, as organizations scale, headcount increases, and operations become more complex, these early strengths often turn into structural bottlenecks.
In this context, AI is frequently expected to serve as a “shortcut” solution:
- Reducing dependence on individuals
- Accelerating process standardization
- Supporting better managerial decision-making
Yet the core issue remains: AI only functions effectively when there is a sufficiently disciplined operational system as its input.
AI Amplifies the Existing Operating System
AI does not create order on its own. It merely processes and amplifies what already exists within the organization. When a business operates with:
- Unclear processes
- Overlapping roles and responsibilities
- Decisions driven primarily by intuition
- Working standards that vary by manager
AI cannot “fix” such a system. Instead, it will:
- Generate multiple parallel ways of working
- Encourage employees to use AI inconsistently
- Expose a lack of operational alignment
As a result, the more an organization invests in AI, the more exhausted managers become—because they must handle greater variability rather than fewer errors and faster execution.
Operational Discipline: The Foundation Before AI
In the context of Vietnamese SMEs, operational discipline does not imply rigidity or bureaucracy. Rather, it means:
- Each task has a standardized way of execution
- Each role carries clear responsibilities
- Each decision is grounded in shared logic and rationale
- Each mistake is handled based on principles, not emotions
Without this discipline, introducing AI is akin to installing a jet engine on a machine whose basic bolts have not yet been tightened.
AI Creates Value Only Within a Culture of Discipline
One critical factor often overlooked by SMEs is that AI is not merely a technology issue—it is fundamentally a cultural one. Effective use of AI requires:
- A culture of adherence to standards
- A culture of continuous learning and improvement
- A data-driven working mindset rather than emotional judgment
- A culture of accountability
If these values have not been established, AI is unlikely to elevate the organization. In some cases, it may even intensify internal conflict, as different departments adopt AI in inconsistent ways without a shared reference framework.
Standardizing Operational Management: A Mandatory Step
Based on practical experience working with SMEs, we observe a logical sequence that should precede AI adoption:
- Standardizing management mindset: aligning perspectives on performance, responsibility, and collaboration
- Standardizing core processes: those directly impacting customers, revenue, and internal operations
- Standardizing managerial roles: managers must not only execute tasks but also lead, coach, and supervise according to defined standards
- Building a culture of discipline: doing things correctly, sufficiently, and consistently—before doing them faster
AI should be introduced only after, or in parallel with, this standardization process—serving as a support and accelerator rather than a replacement for foundational discipline.
The Outsourced Training Department: A Suitable Solution for SMEs in the AI Era
A major challenge facing Vietnamese SMEs is limited resources. Organizations must simultaneously manage operations, recruit, train, lead people, and adopt new technologies. When SMEs attempt to deploy AI independently without a robust L&D system, they often encounter problems such as:
- No one designing AI usage aligned with real work
- Insufficient time to coach managers and employees
- Inability to track behavioral change after training
- AI being used as a personal tool rather than an organizational capability
In this context, the Outsourced Training Department model implemented by Lead-UP Academy is designed to address precisely these limitations. This model goes beyond training delivery; it:
- Partners with organizations to standardize management and operational thinking
- Designs L&D systems embedded directly into daily work
- Develops frontline managers as custodians of operational discipline
- Integrates AI into workflows in a controlled and measurable manner
This approach enables SMEs to build discipline, cultivate a learning culture, and embed AI as part of an integrated system—rather than a short-lived initiative.
AI Is Not the Starting Point—Operational Discipline Is
Many CEOs view AI as the starting point for performance enhancement and organizational transformation. In reality, operational discipline is the most solid foundation.
AI does not save organizations that lack operational discipline. But in organizations with discipline, clear standards, and a strong learning culture, AI becomes a powerful catalyst—enabling lighter operations, more effective decision-making, and faster, more sustainable growth.
For Vietnamese SMEs, the right question is not “Should we use AI?” but rather: “Is our organization sufficiently disciplined in management and operations for AI to truly create value?”
Wishing you every success.
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