There will be a more streamlined, flexible, intelligent and efficient VNPT.

Restructuring and rearranging the apparatus is a regular and continuous task according to development requirements.

This is one of the first moves in the strategy of restructuring the operating model that VNPT is implementing. Accordingly, VNPT continues to thoroughly and comprehensively transform the production organization model, aiming for a smarter, leaner, more flexible and adaptive organization, with transparent and consistent management, aiming for the goal of optimizing and effectively using resources in key areas and resources for new development spaces.

During its development, VNPT has undergone many “transformations” to restructure in stages, in accordance with its business strategy, meeting customer tastes and market fluctuations. Corporate restructuring is a natural process in the life cycle of an organization, especially in the context of a constantly changing and unpredictable business environment like today.

From a monopoly position, VNPT entered the period of the opening of the telecommunications market in the 2000s with competitive pressure from many sides. A strong, comprehensive restructuring, starting from Decision No. 888/QD-TTg dated June 10, 2014 approving the VNPT Group Restructuring Project, was implemented in the period 2014 - 2019 to improve business capacity, build professional resources, standardize customer service processes, and VNPT has made great changes, returned to the race, captured market share, and improved customer experience. From 2019 to now, traditional telecommunications services have been saturated, and once again, VNPT changed its business strategy, restructured to form a technology block, digital services, built the organization's digital capacity to actively participate in and lead the national digital transformation.

To achieve the set strategic goal of becoming a technology corporation that takes digital infrastructure, digital technology and digital services as the mainstay, owns and exploits the foundation and infrastructure of the national digital infrastructure, is a pioneer in researching and mastering digital technology and providing a digital ecosystem in all areas of socio-economic life based on the strengths of digital platforms, core technology and network security, VNPT sets out the internal requirements of building a modern, streamlined, flexible and efficient organizational apparatus; optimizing resources, building an excellent governance and operation model, breaking through policy mechanisms, decentralizing and strongly decentralizing to become a digital enterprise, promoting innovation, creativity, efficiency and high performance.

Opening new space for VNPT

Bringing VNPT-Vinaphone and VNPT-Media back to the parent company - the Group is the first step in the comprehensive restructuring of VNPT. Steel punches like VNPT-Vinaphone and VNPT-Media will operate according to a new value chain in line with the Group's strategic shift.

Accordingly, VNPT aims to become a technology corporation, providing digital products and services. Currently, VNPT's digital service revenue structure is growing very rapidly. Therefore, the requirement to build a new value chain with very high personalization requirements for each customer requires VNPT to reorganize between product development and platform owners, sales channels, and sales contacts in a simplified direction, eliminating intermediaries.

Due to the integration and diversity, the value chain when doing business in digital infrastructure, digital products and services should be a closed chain within the enterprise. Meanwhile, VNPT-Vinaphone and VNPT-Media are only a component in the complete value chain from production to providing products and services to customers, so they need to be arranged into dependent accounting units for the Group to manage and control the whole process.

Objectively, the restructuring of the business model also aims to meet market demand and increase the competitiveness of the entire Group. Currently, telecommunications infrastructure has evolved into the concept of digital infrastructure including broadband infrastructure, 4G/5G mobile infrastructure, IoT, IDC, data and data links... VNPT is a large-scale enterprise, owning the most diverse telecommunications network in the Vietnamese market (including mobile, broadband, fixed, satellite). Therefore, the transition to digital infrastructure with new technologies such as 5G, IoT, AI, Big Data... is an inevitable development for this Group to continue to promote its achievements and leading position, inherit its strength and continue to use its existing 3G/4G infrastructure, broadband infrastructure and experienced human resources, while successfully seizing new opportunities.

With that requirement, VNPT must change the implementation of technical management (product and service development, service provision/deployment) and business in the same unit, carry out comprehensive digital transformation of administrative, management, and operational activities, and promote all the advantages of the digitally transformed enterprise.

Currently, VNPT's telecommunications network has been developed nationwide to every village and commune: VNPT's mobile coverage has reached 99.8%, the broadband network has covered fiber optic cables to the commune level. The Group has invested in 8 data centers. Many digital systems and applications developed by this Group such as the Smart Urban Operations Center - IOC, the online public service portal VNPT-iGate, the information security platform VNPT Cyber Immunity, or digital education platforms, digital agriculture , cloud... have been and are being used by many ministries, branches and localities.

To promote these strengths, VNPT must develop digital infrastructure, digital space and find ways to exploit the full potential of digital infrastructure and digital space resources through cooperation, opening platforms for businesses to participate in service development, and exploiting the potential of its resources. Along with the development of 5G and IoT networks, the international trend of sharing infrastructure, infrastructure sharing, and infrastructure leasing among businesses, VNPT must unify its focus on infrastructure, business, and product and service development to meet the requirements of the new era and exploit the full potential of its resources.

Modern and effective management model

The red thread running through the restructuring process that VNPT is implementing is essentially the innovation of production organization, forming a more modern and effective management capacity. Accordingly, VNPT takes customers as the center with diverse services, ensuring seamlessness aiming at growth and business efficiency. At a higher level, VNPT's business activities will no longer passively "wait for customer needs" but will follow the business trend to lead and decide all organizations, technologies, and operations. Production and business organization will be closely linked to digital transformation - synchronized data, shared infrastructure.

In the context of the new 2-level local government that has been operating since July 1st to operate in a unified and seamless manner, VNPT must consistently organize VNPT units in provinces/cities in sync with the structure. VNPT will have a streamlined, optimized organization according to the value chain, reduce intermediary levels, improve the efficiency of resource use, strengthen the shared apparatus, and move towards the service Outsourcing model (Business services center).

VNPT's organization will operate according to a flexible operating model, operating according to vertical pillars: Telecommunications Business - IT Business - Infrastructure and Network; specializing from investment to operation, optimizing and throughout all levels of management. Thus, when VNPT-Vinaphone and VNPT-Media join the Group, it will create a unified block of local service business. Along with that, the VNPT apparatus will be clearly decentralized, transparent, responsibility goes hand in hand with authority; increasing autonomy, self-determination, self-responsibility. Production and business activities will have clear people - clear work - clear process - clear results - clear responsibilities.

It can be seen that VNPT is highly determined to carry out a reform in production and business organization, modern and effective management model, creating motivation for innovation, creating new space for development. In which, the focus is on streamlining the apparatus. This will be a revolution to change thinking with new vision and awareness, deciding the fate of VNPT Group in the near future.

Source: https://vov.vn/doanh-nghiep/se-co-mot-vnpt-tinh-gon-linh-hoat-thong-minh-va-hieu-qua-hon-post1214832.vov