Humans master technology.

According to Ha Vu Son, Director of the Can Tho Department of Industry and Trade, he uses three virtual assistants, which shortens his workload and eliminates the need for "office help."

Digital transformation is first and foremost a governance issue – not a technology one. (In the photo: Hanoi residents processing administrative procedures - Photo: PHAM TUAN)

In the context of Vietnam's accelerated national digital transformation, the question is no longer "to do it or not" but "how to transform in order to master and develop sustainably".

A mindset of ownership is the foundation for digital transformation, ensuring it doesn't become a dependence on technology but rather a proactive creation of new value. Digital transformation isn't about "putting everything on a computer" or buying more software, but rather a comprehensive restructuring of how we think, work, and make decisions.

First and foremost , the digital transformation mindset must be clearly demonstrated by "embedding" management thinking into the core pillars of digital transformation.

Digital transformation in human resource management is not simply about digitizing records or implementing timekeeping software, but about restructuring the approach to people based on data about their capabilities, performance, and growth potential.

In financial management, digital transformation goes beyond simply using accounting software; it involves building systems for real-time cash flow analysis, financial risk forecasting, and resource optimization.

Research by McKinsey & Company shows that businesses implementing comprehensive digital transformation in management can improve productivity by 20% to 30%, especially when integrating digital technology with process restructuring and enhancing data-driven decision-making capabilities (McKinsey Global Institute - 2018/2020).

This confirms that digital transformation is primarily a governance issue – not a technology one.

Secondly , digital transformation must be demonstrated through the ability to manage digital data. In the age of big data, every management decision must be data-driven, leaving no room for mere intuition or experience. Types of decisions like "I feel," "I think that…" lacking quantitative basis must gradually be replaced.

Thirdly , the exploitation and use of artificial intelligence (AI) and digital tools must be guided by a spirit of mastery. AI is not a "replacement" but an "intelligent assistant" that helps enhance human capabilities.

Mastering technology means understanding its limitations, controlling risks, and ensuring ethical use. A manager not only knows how to "use" but must also "select," "adjust," and "evaluate" the effectiveness of digital tools, while simultaneously controlling and guiding their use.

Fourth , digital media is the face of digital transformation and simultaneously the modern communication environment. With over 5 billion people present in the digital space, it's clear that digital media is no longer an option.

This places demands confidence and responsibility in digital communication. Digital communication is not just about posting information, but about building image, creating trust, and connecting effectively.

In the digital environment, every statement can spread rapidly, thus requiring caution and consistency.

Ultimately, digital transformation is not about technology, but about people mastering technology.

Effective digital transformation requires authentically integrating each axis of digital transformation into the overall and specific governance structure, as well as "digitally connecting" each management aspect using a specific approach.

Mastering digital transformation therefore means mastering how we think, how we decide, and how we take responsibility.

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HUYNH VAN SON

Source: https://tuoitre.vn/con-nguoi-lam-chu-cong-nghe-20260426082044626.htm