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Why Middle Managers Account for Up to 70% of Employee Retention
In many discussions with senior leadership teams, when employee turnover becomes a topic of concern, the most common reflex is to review salaries, revisit policies, or adjust benefits. However, when we analyze cases in which employees leave after six months to one or two years, one factor consistently emerges as the most decisive: the direct manager.
Performance Management in the Digital Era
For many years, KPIs have been a familiar concept in corporate management. Almost every organization has KPIs, every department is assigned targets, and every individual is given numerical goals. However, as organizations enter the digital era—where data, technology, and AI fundamentally reshape operations—an increasing number of companies face a paradox: KPIs are abundant, yet actual performance improvement remains limited.
2025: Several SMEs Expose Five “Classic Operational Failures”
2025 has been a distinctive year. Many small and medium-sized enterprises (SMEs) have managed to sustain operations and, in some cases, achieve modest growth. However, a common sentiment among leaders is one of fatigue, tension, and a lack of operational ease. What is particularly noteworthy is that this level of exhaustion is not proportional to the effectiveness achieved.
Not Because of AI: The Bottleneck of Transformation Lies in Leadership Itself
Over the past two years, artificial intelligence (AI) has rapidly become one of the most frequently discussed topics in executive meetings. Many organizations have invested significant time, budget, and attention in AI tools, digital platforms, and automation initiatives, driven by the expectation that technology will deliver higher productivity, greater operational efficiency, and more sustainable competitive advantage.
Inspirational Leadership – Not a Command
When the “Inspirational Leadership” training program for the leadership team of The Pearl Hội An came to an end, what stayed with us the most was not the knowledge delivered, but the shift we saw in the eyes, the attitudes, and the way leaders and managers began to ask questions. All of this reveals a clear truth: in today’s highly competitive landscape, no business can go far if its leaders remain still — stuck in place.
Vietnamese Businesses: Three Major “Bottlenecks” in the Digital Transformation Journey
Digital transformation is no longer a new concept. From large corporations to SMEs, everyone talks about applying technology, AI, and data to boost productivity and optimize operations. However, in reality, most Vietnamese businesses are still “transforming” in words but not truly “changing” in practice. Many technology projects remain unfinished, software systems are left unused, employees feel frustrated, and leaders grow impatient — “We’ve invested, but where are the results?” The problem doesn’t lie in technology itself. It lies in people and the approach.
