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

Restructuring and reorganizing the apparatus is a regular and continuous process required for development.

This is one of the first steps in VNPT's ongoing strategy to restructure its operational model. Accordingly, VNPT continues to thoroughly and comprehensively transform its organizational and production model, aiming for a smarter, leaner, more adaptable organization with transparent and consistent management, striving for optimal and efficient resource utilization in key areas and for new development spaces.

Throughout its development, VNPT has undergone numerous transformations to restructure itself in stages, aligning with its business strategy, customer preferences, and market fluctuations. Corporate restructuring is a natural process in the lifecycle of an organization, especially in today's constantly changing and unpredictable business environment.

From a monopolistic position, VNPT entered the telecommunications market opening phase in the 2000s facing intense competition from multiple sides. A strong and comprehensive restructuring, beginning with Decision No. 888/QD-TTg dated June 10, 2014, approving the VNPT Group Restructuring Plan, was implemented from 2014 to 2019 to enhance business capacity, build a professional workforce, standardize customer service processes, and VNPT made significant changes, returning to the race, capturing market share, and improving customer experience. From 2019 to the present, traditional telecommunications services have become saturated, and once again, VNPT has changed its business strategy, restructuring to form a technology and digital services sector, building the organization's digital capabilities to actively participate in and lead the national digital transformation.

To achieve its strategic goal of becoming a technology group focused on digital infrastructure, digital technology, and digital services, owning and exploiting the foundational platforms and infrastructure of the national digital infrastructure, and being a pioneering innovator in researching and mastering digital technology and providing a digital ecosystem in all areas of socio-economic life based on its strengths in digital platforms, core technologies, and cybersecurity, VNPT has set internal requirements to build a modern, streamlined, flexible, and efficient organizational structure; optimize resources; build an excellent governance and operational model; and implement breakthrough policies, decentralization, and strong delegation of authority to become a digital enterprise that promotes innovation, creativity, efficiency, and high performance.

Opening up new opportunities for VNPT.

Bringing VNPT-Vinaphone and VNPT-Media under the parent company – the Group – is the first step in a comprehensive restructuring of VNPT. These powerful entities, such as VNPT-Vinaphone and VNPT-Media, will operate within a new value chain aligned with the Group's strategic shift.

Accordingly, VNPT aims to become a technology group, providing digital products and services. Currently, VNPT's digital service revenue structure is experiencing very rapid growth. Therefore, building a new value chain with a high degree of personalization for each customer requires VNPT to reorganize the product development and platform ownership stages, sales channels, and sales participants in a way that simplifies and eliminates intermediaries.

Due to the integration and diversification involved in the digital infrastructure, products, and services business, the value chain needs to be a closed loop within the enterprise. Meanwhile, VNPT-Vinaphone and VNPT-Media are only components within a complete value chain, from production to delivery of products and services to customers. Therefore, they need to be organized as dependent accounting units for the Group to manage and control the entire process.

Objectively, the restructuring of the business model also aims to meet market demands and increase the Group's overall competitiveness. Currently, telecommunications infrastructure has evolved into the concept of digital infrastructure, encompassing broadband infrastructure, 4G/5G mobile infrastructure, IoT, IDC, data, and data connectivity. VNPT is a large-scale enterprise, owning the most diverse telecommunications network in the Vietnamese market (including mobile, broadband, fixed-line, and satellite). Therefore, the transition to digital infrastructure with new technologies such as 5G, IoT, AI, and Big Data is an inevitable development for the Group to continue building on its achievements and leading position, inheriting its strengths, and continuing to utilize its existing 3G/4G infrastructure, broadband infrastructure, and experienced workforce, while successfully seizing new opportunities.

To meet this requirement, VNPT must change its approach, managing both technical aspects (product and service development, service provision/deployment) and business operations within a single entity, implementing a comprehensive digital transformation of its management, operational, and organizational activities, and leveraging all the advantages of a digitally transformed enterprise.

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

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

Modern and effective management model

The overarching theme of VNPT's restructuring is essentially the innovation of production organization, forming a more modern and efficient management capacity. Accordingly, VNPT places customers at the center with diverse, seamless services aimed at growth and business efficiency. Furthermore, VNPT's business operations will no longer passively "wait for customer demand" but will lead and determine all organizational, technological, and operational decisions. Production and business organization will be closely linked to digital transformation – synchronized data and shared infrastructure.

In the context of the new two-tiered local government system, which has been operational since July 1st, VNPT must consistently organize its provincial/city units to be synchronized with the new structure. VNPT will have a streamlined and optimized organizational structure based on the value chain, reducing intermediate levels, improving resource efficiency, strengthening shared resources, and moving towards a business services center model.

VNPT's organizational structure will operate under a flexible model, following a vertical structure: Telecommunications Business - IT Business - Infrastructure and Network; specializing in everything from investment to operation, optimizing and ensuring seamless management at all levels. Thus, the merger of VNPT-Vinaphone and VNPT-Media into the Group will create a unified business and service sector at the local level. Simultaneously, the VNPT organizational structure will be clearly and transparently decentralized, with responsibility coupled with authority; increasing autonomy, self-determination, and accountability. Business operations will be clearly defined in terms of personnel, tasks, processes, results, and accountability.

It is evident that VNPT is highly determined to implement a comprehensive reform of its production and business organization, adopting a modern and efficient management model to drive innovation and create new opportunities for growth. The focus of this reform is streamlining the organizational structure. This will be a revolutionary shift in mindset, with a new vision and awareness, determining the future of the 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