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In this issue:
The DutchVietnam
Management Supporter
This magazine was first
published in March 2007. It is
digitally distributed among
my Vietnamese and Dutch
business & private associates.
Purpose: to keep them
informed about my activities
in Vietnam and overseas
This amazingly attractive andenergetic country has rapidly
conquered my soul, and
become my home away
from home.
Loek Hopstaken
P r o f . L o e k H o p s t a k e n
E m a i l :
l o e k @ h o p s t a k e n . c o m
M o b i l e :
090 888 9450
October 2, 2012
6th year, no. 5
The Power Trap
Activities Oct.-Nov.
1
2
MD Program SBOEV
Corporate Culture
Why Strategy?
3
4
5
Selecting MBA
Integrity in business
Innovation in Asia?
6
7
8
Hopstaken Services
Contact information
9
10
The Power TrapIn my role as business consultant I meet many people in
power positions. Those that successfully sustain their po-
sition of power have 12 things in common. I notice they
1. keep in touch with people who matterfrom workers
to & shareholders to family & friends
2. listen to know whats going on in their organization
and in the world at large, to see how they can serve3. think about the future, including succession
4. refrain from abuse of power & publicly condemn it
5. realize the danger of listening exclusively to yes peo-
ple and ignoring those who have different viewpoints
6. do not show off their wealth; they remain humble
7. do not feel or act above the law, even if they make
laws themselves; integrity is their bottom line
8. seek truth, while using their critical thinking skills
9. care for & support the growth of their people
10. understand that increase of power comes with in-
crease of social responsibilities
11. refuse to give in to cynicism, even when they have
ample reasons to distrust people
12. know they dont know everything & keep on learning.
Power changes people, and not always for the better. Its
a trap. Some are addicted to power. They lose rationality.
You will know one or two who insist they are right when
they are clearly wrong. Others disconnect from their
friends. Just go over the 12 points. Can you learn to avoidthe Power Trap? I think so. But it requires will, education
and guts. APersonal Coach may be a solution. LH
Having power is not nearly as
important as what you choose to
do with it.
Roald Dahl
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36th year, no. 5
The Dutch Vietnam Management
Supporter
How do you develop managers? Firstly, you have to find out what they know & dont
know, what they are good at and what they feel needs improvement. Secondly, you discuss
with the top manager and HR the companys future, to determine what competences your
staff has, and which ones are missing. Thirdly, you design a program which connects as
much as possible with the reality & actuality of the company. To make it all digestible yet
effective, you spread out the 7 mostly 2-day sessions over a period of 8 months.
Although most participants command of English is fine, we decided to work with
an interpreter. Mr. Ngo Kiem Hieu has extensive experience both as manager and univer-sity teacher, and his English is excellent. His familiarity with technology enables him to
tackle those soften tricky technical terms. All in all, Mr. Hieu is much more than a trans-
lator or interpreter: he adds true value to the course content. Highly recommended!
The program is now complete. We ended with a summary & evaluation day at the excel-
lent Phng Nam Resort.
People cannot be managed. Inventories can be
managed, but people must be led. H. Ross Perot
Schoeller Bleckmann OEV completes its
Management Development Program
Mr. Ngo Kiem Hieu
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The Dutch Vietnam Management
Supporter
6th year, no. 5 4
November 19-23 I will deliver the Organizational Culture, Design & Development
Course at Royal Business School, Ho Chi Minh City.
In this 5-evening-course you will learn what organizational or corporate culture is, and what
to do (and not do!) when you want to change it. We will take a look at different
organizational cultures, and what currently are the most successful ones. The program:
1. What is your organizational or corporate culture?2. How to define a successful corporate culture
3. Embarking on the journey to cultural change
4. Designing an organization that meets the requirements of a global economy
5. Developing both the organization & its people: the future starts today.
For more information: http://www.royal.vn
Do you want a new culture?
The word LISTEN contains the same letters as the word SILENT.
Alfred Brendel
Royal students after completing their
Interpersonal Communications Course
Many years ago Jack Welch, then CEO of General
Electric, wanted a 2-day program to induce a cultural change.
He asked 50 top consultants for advice. Among them, Dave
Ulrich (left).
Dave Ulrichwho was in HCMC just one year agotold Welch:
If you want to waste a million dollars, go buy a corporate jet.
Dont do a two-day program, because its not just going to waste
money, its going to hurt. People will get expectations, and they
wont be realized back in the workforce. Welch called him the next day and asked him to help design a pro-
gram to cut the workload and bureaucracy at GE. This was no two-day plan. Workout, as it came to be
called, lasted nearly a decade. To create lasting change, Ulrich and fellow Workout architect Steve Kerr
held to one central tenet: Make change a natural act in a natural place. Sticking to familiar locations,Ulrich led town-hall meetings and hit factory floors. Workout helped to generate an openness we never had
before in the company, Welch recalls. We needed smart, independent people like Ulrich so that our own
hierarchy wouldnt get in the way. From: Lucas ConleyThe Once & Future Consultant (2005)
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The Dutch Vietnam Management
Supporter
6th year, no. 5 5
Thanks to theHubble Space Telescope
we can look at the universe. The
picture (left) shows many galaxies.
But the moment the image of a star or
galaxy reaches Earth the light may
have travelled from a few years to
billions of years. In fact, in this
picture we look back as far as 13,2
billion years (see footnote). Scientists
hope to learn more about the origins
& developments of the universe in
order to better understand how it all
works, and to be able predict the
future of Earth and our solar system.
In business we also look back. Right
now many scientists try to explain
why the financial crisis happened, so
we may be able to prevent it from happening again. However, the problem is that
Mankind has never been very good in learning from its own past. At this moment
we see that banks around the world tend to continue their way of doing business
as if the financial crisis didnt really happen. Many banksincluding some in theNetherlandsreceived big time support from the governmentread: the tax
payers. Many have already paid back their debt, but the situation hasnt resulted
in major change. The EU faces big problems. Hence: history may well repeat itself.
Why strategy? We need to prepare for the future, even when we cannot accurately
predict it. Looking back we try to learn from the past, so we are not doomed to
repeat it and will be more in charge of our own destiny. Strategists then must
have the ability to look back, looking for lessons, and apply those lessons in the
pathways they design to fullfill their mission and to reach their goals. Which
should include the observation that many havent really learned their lessons.
Why strategy?
Looking back 13,2 billion years ...This image, called the Hubble eXtreme Deep Field (XDF), combines Hubble observations
taken over the past decade of a small patch of sky in the constellation of Fornax. With a
total of over two million seconds of exposure time, it is the deepest image of the Universe
ever made, combining data from previous images including the Hubble Ultra Deep Field
(taken in 2002 and 2003) and Hubble Ultra Deep Field Infrared (2009).
The Hubble eXtreme Deep Field image contains several of the most distant objects ever
identified, making it the deepest image of the Universe ever taken.
Source: www.TechRepublic.com
Never underestimate the power of stupid people in large groups.
George Carlin
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The Dutch Vietnam Management
Supporter
6th year, no. 5 6
Nowadays, MBA programs have a problem.
Not that people are less interested in getting the
certificate. On the contrary! But the increasing
demand leads to several providers offering MBA
that just isnt worth considering. Id even go as
far as calling them a fraud: asking money for a
way below standard product. Of course one can-
not expect much when a provider asks US$ 5,000
or less for a full MBA, when a genuine MBA will
be at least US$ 8,000. Realize that a top MBAprogram may cost US$ 100,000 or more.
Selection criterium no. 1: You cannot expect a
royal seat paying only a dime. When comparing
price, dismiss the impossibly cheap ones.
2: who are the teachers?Ask for their creden-
tials. By the way, PhD is NOT a requirement for
an MBA teacher. An MBA course is not about be-
coming a scientist. In essence MBA is a vocational program, using insights & tools
from both science (economics; humanities; math; finance) and business, resulting
in graduates who know how to translate scientific, empirical & other findings into
practical & successful business applications.An industry expert with lots of business &
management experience is valued higher than a scientist with PhD but no or little business
experience. MBA students dont want theory or experimental thought, they want insights &
tools with a proven record of workability. Workable not just in the USA, but also in Vietnam.
A 3rd selection criterium is actuality. This may be the hardest one. For instance, most
MBA providers ignore the rise of social media, and what impact they have on business (see
DVMS no. 22). You should ask any MBA provider if books are used that have been published
before the start of the financial crisis. Or business cases >5 years old. The world has
changed, and keeps changing. It is hard to catch up with the latest developments, let alone
insights and ideas. Internet is a great source, but you need to be a critical observer. Many
important reference materials are unavailable online, unless you have a passwordto getthis you need to have the original book, or a key given by the MBA provider.
(Note: academic books take a long time to produce. I see pre-crisis books being updated or
revised, while these updates or revisions are merely cosmetic. Asian editions? Cosmetics!
Given their high price, this is unacceptable. A case to be studied in the Business Ethics class!)
The 4th selection criterium: how broad is the spectrum of topics? In Vietnam an MBA
program should contain at least: Business English, Research Methodology, Critical Think-
ing, Asian (business) History, Ethics, APA-style writing & referencing, plus soft skills such
as presentation, dialogue & debating techniques. The 5th: check the providers credentials.
Dont believe everything you read on the internet. Selecting an MBA provider: it is hard!
How to select the right MBA provider
Complexity is our enemy. Any fool can make something complicated.Its hard to make something simple.
Richard Branson
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The Dutch Vietnam Management
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6th year, no. 5 7
The Bottom Line -redefinedWe hire people for what they know, and we fire them for who they are.How often have you concluded that a job applicant was a perfect fit for the job, only to find
out later his or her attitude or behaviour urged you to get rid of him or her?
Again and again I hear stories confirming this statement. Obviously, recruiters focus on
knowledge, experience and soft skills as the main factors for personnel selection. Knowledge
& experience are relatively easy to test. Testing soft skills may be harder. A good job descrip-
tion provides a list of performance requirements. However, there are certain character traits
that seem to escape even professional recruiters attention. Of course its almost impossible
to test whether a person is up to a real challenge. And even if his CV has examples of this,there is no guarantee that he will display the same courage, composure & control when the
occasion demands it. Yet, there are ways to find outsome assessments do provide insights.
The bottom line however is integrity. Every employer wants someone trustworthy.
Plenty examples of people who seem to live an honest life but turn out to be dishonest. Fact
is, you cannot test integrity. Someone may have a lifelong reputation of being honest, only to
start telling lies when life puts him in a situation or company where reality is too much to
face, and this traitnative to everyonerears its ugly head. A failed test of character.
We all bend the truth now & then. Some say we tell little lies several times, every day,
even to our closest friends. Why? To look smart, to save face, to hide truth, to avoid having to
take responsibility. Its not these little lies we worry about. Its the recurring act to invent
facts, or worse: to scheme & steal, damage relationships, destroy cooperation and wilfully
create confusion. So how do we find out? My advise: during the probation period, carefully
observe someones communication. Check if its complete, correct & timely. If it involves the
right people. If it contributes to understanding. When you have any doubts, check again un-
til you have more certainty about the persons attitude re. truth, trust and personal ethics.
When you still have serious doubts, fire.Meanwhile: be an example of integrity.
It is our choices that show what we truly are, far more than our abilities.
J.K. Rowling
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The Dutch Vietnam Management
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6th year, no. 5 8
What keeps Asians from innovation?
Problem solving is a soft skill. It has a fixed
pattern: first define & analyse the problem,
then come up with possible solutions. Choose
the best one.
I admit there is a little more to it, but this is
the essence. Interestingly, innovation follows a
similar pattern. With one little difference: in-
stead of identifying a problem, you label some-
thing an opportunity to improve. All it takes is
a change of viewpoint: we have something thatworks, but if we dont improve it, itll soon lose
its attractiveness & become hopelessly outdat-
ed. Hence, iPhone 5, software updates, the lat-
est car models, new management models, and so on. This change of viewpoint kicks off inno-
vation. Problem solving is a widespread competence in Asian business: they know how to fix.
However,Asia is not known for innovation, let alone its brands (see DVMS no. 23). Why?
Besides the reasons given by Joe Baladi, a main culprit seems to be the educational system,
coupled with elements of Asian culture. In education, exact duplication of teachers words &
books contents will give you higher marks; originality & creative solutions will make you fail
exams. In class, critical thinking, let alone: expressing a well-argued counter-opinion is notappreciated. In other words, innovative skills are suppressed instead of stimulated & devel-
oped. An Asian value is that a young person must respect the older person. Respect is fine.
But its more than that: even if a
senior is wrong, he/she is right.
Say nothing: you cannot let an old-
er person lose Face. And: a senior
initiates change, not a junior. Do
nothing: a demotivating environ-
ment for innovative minds!
As creativity and innovation areusually a quality of youthwhich
is already limited due to their edu-
cationinnovative power in Asia is
being culturally suppressed.
Which may explain why for the
time being innovation will re-
main a competence of the USA,
Europe and Australia. Unless
What do you think?Illustration top right: Beautiful Engineerings Facebook page
When looking for the path to peace, one comes to realize that
peace is the path. Anonymous
Vietnamese lawn mower
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Major Services + Client List + Mini Catalog
96th year, no. 5
The following services are in high demand:
1. Management Development programspurpose: to train
managers to qualify for higher positions, to develop soft
skills, and to increase their value to their organizations
2. Seminars & Lectures in the fields of Human Resource
Management, Leadership, Strategy, Public Relations and
Business Communications
3. Business courses: HRM; Efficiency; Presentation Skills
4. Personal Coaching of entrepreneurs
5. Business Consultancy (Management & Leadership; HRM
systems; PR; Strategy; internal communications)
In Vietnam: a.o. business field
Tan Thuan IPC (HCMC) Industrial development
HCMC University of Technology Master of BA program
RMIT (HCMC campus) Communication program
Royal Business School (public courses) Courses & seminars
Vietnam Airlines (RBS; ISM) International airline
Vietnam Singapore I.P. (SPECTRA) Industrial park
Petronas Vung Tau (SPECTRA) Chemical factory
Nike (Tae Kwang Vina) (SPECTRA) Shoe factory
Le & Associates Training & consultancy Training House Vietnam (Sacombank) Training & consultancy
Ministry of L.I.S.A. (RBS) Civil Servants
SONY Vietnam (RBS) Consumer electronics
CapitaLand Vietnam (SPECTRA) Real estate
Institute for Potential Leaders / PACE Courses & seminars
Dalat Hasfarm (Agrivina) Pot plants, cut flowers
Hoanggia Media Group Key to Success TV Show
Fresh Green Earth Hi-tech agriculture
Unique Design Interior Design
ERC Institute Vietnam Vocational training
Golden Alliance Vocational training Schoeller Bleckmann Vietnam Oilfield Equipment
De Heus Vietnam Animal food
Centre for Tropical MedicineOxford Uni. Clinical research
Khue Van Academy Courses & seminars
Training House Vietnam Courses & seminars
Asian Institute of Technology (AIT) Business consultancy
In The Netherlands, a.o.
ING Bank Financial services
Philips Electronics
Heineken Brewery
Yamaha Musical instruments Voerman International International relocations
Damen Shipyards Ship repair wharfs
Wittenborg University of Applied Sc. IBABBA, MBA
MINI CATALOG
WORKSHOPSA workshop is a 2-4 day group
activity with a defined purpose,
where theory, practical exercise
and exchange of experiences are the
main ingredients. Areas: HRM, PR,
Communication, and Management.
Team Engineering
Interpersonal Communication
Commercial Communication
Public Relations
Presentation Skills
Organizational Design
Cross-cultural Communication
Time Management / Efficiency
Recruitment Skills
CONSULTING
Consulting is any specified expert
activity to help solve a defined
problem. This can take the form of
coaching, but also, conducting a
research. By definition, it is tailor
made. Areas: HRM, Strategy, PR.
Personal Coach
Business Coach
Moderator Mediation
Executive Selection
In- & External Surveys (such as
360 Feedback)
SEMINARS
A seminar is a 3-4 hour interactive
transference of core know-how,
including practical assignments.
People Management
Emotions in the Workplace
Strategic Thinking
Business Ethics
The Allround Manager
The Allround Communicator
The Soft Skills Program
On demand
Investments (ex. 10% VAT / 25% PIT)
Workshops: US$ 1,200 per team / day.
Consulting / Coaching: US$ 100 / hour.
Seminars: US$ 550 850 per seminar
(except for the Allround programs).
Lecture: US$ 250 per lecture.
Train the Trainer: US$ 1,200 per day.
Prices may change due to inflation.
Contact me for longterm cooperation:
The Dutch Vietnam Management Supporter
List of Clients & Associates
Loek Hopstakens 5 major services
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The DVM Supporter is published by Loek Hopstaken.
Email: [email protected] or
Mobile: 090 888 9450
Assistant: Ms. Vo Ngoc Lien Huong
Email: [email protected]
Mobile: 090 888 9451
Profile: http://www.linkedin.com/in/loekhopstaken
Who is Loek Hopstaken?
1951: born in Haarlem, The Netherlands
1971-1972: travels: Europe & Asia
1972-1975: Amsterdam City University
1976-1977: travels: North & South America
1977-1993: career in banking: NCB,
Postgiro, Postbank, NMB Postbank Group,
ING Group, ING Bank
1979-1982: Business Administr. studies
1983-1988: Project Manager
privatization process Postgiro to
Postbank (field: P&O / HRM)
1989-1993: Project Manager merger
Postbank & NMB Bank followed by merger
with NN becoming ING Group (fields: PR,
Marketing, Total Quality Management)
1991: founding Hopstaken Bedrijfsadvies
1991-present time: career in training and
consultancy, coaching & mediation
1993: left ING Bank
1996-2000: Business Club MC (50 meetings)2003-present time: combining training,
coaching & consultancy with teaching at
international business schools (IBA/MBA)
2005 + 2007: Professor appointments
2007-2008: visits to Vietnam: lecturing,
consulting, surveying, delivering courses,
workshops & seminars
November 2008: establishment in Saigon
2008-present time: delivering lectures,
seminars, coaching, workshops & training
courses, mediation; overseas business trips
2010: Examiner VTV1 Key to Success Show2011: Chairman Advisory Board ERC VN
2012: Chairman Academic Board ERC VN
Full CV: mail [email protected]
10
The Dutch Vietnam Management
Supporter
6th year, no. 5
When Asia succeeds in unleashing
its creative potential, it will lead the
World.
But as long as it sticks to its
educational systems and is unableto shake off some of its cultural
inhibitions, this will never happen.(see page 8)
Question:
What do you think of the above
statement?
Let me know: