\u201cBring a beginner\u2019s mind. Don\u2019t presume that what\u2019s happened in the past and the way things have been done in the past is the right way of doing things because if you try to bring past expertise to the table in a world of exponential change, you\u2019re probably going to get it wrong,\u201d cautions Geoff. However, he is quick to add that while organizations must challenge conventional wisdom, this does not mean throwing out everything. Instead, they must preserve the effective and profitable parts of their business while maintaining a portfolio of ongoing activities that attempt new things. Businesses that become adept at discovering new things, innovating quickly and working them into their core business, are the ones that will win in the 4th industrial age.<\/p>\n\n\n\n
\u201cBring a beginner\u2019s mind. Don\u2019t presume that what\u2019s happened in the past and the way things have been done in the past is the right way of doing things because if you try to bring past expertise to the table in a world of exponential change, you\u2019re probably going to get it wrong,\u201d cautions Geoff. However, he is quick to add that while organizations must challenge conventional wisdom, this does not mean throwing out everything. Instead, they must preserve the effective and profitable parts of their business while maintaining a portfolio of ongoing activities that attempt new things. Businesses that become adept at discovering new things, innovating quickly and working them into their core business, are the ones that will win in the 4th industrial age.<\/p>\n\n\n\n
Deloitte US wanted to set up a university where they could train their people. Faced with a recession, the firm could have gone with conventional wisdom to leverage technology in a way where they could take cost out of their system. Instead, they decided to challenge this orthodoxy and build a brick university. \u201cIt\u2019s even more important in this world of technology and people not being face-to-face and being virtual to invest in something that can bring our firm together in a cultural way,\u201d explains Steve. This is an excellent example of how challenging conventional wisdom can result in an extraordinary outcome. While in this case, Deloitte US went in the opposite direction of digital transformation, they did so out of a clear understanding of what their company needed and ended up delivering a solution that brought the entire Deloitte fraternity together to learn and become collegial in an amazing facility.<\/p>\n\n\n\n
\u201cBring a beginner\u2019s mind. Don\u2019t presume that what\u2019s happened in the past and the way things have been done in the past is the right way of doing things because if you try to bring past expertise to the table in a world of exponential change, you\u2019re probably going to get it wrong,\u201d cautions Geoff. However, he is quick to add that while organizations must challenge conventional wisdom, this does not mean throwing out everything. Instead, they must preserve the effective and profitable parts of their business while maintaining a portfolio of ongoing activities that attempt new things. Businesses that become adept at discovering new things, innovating quickly and working them into their core business, are the ones that will win in the 4th industrial age.<\/p>\n\n\n\n
Geoff explains this dichotomy by quoting Suzuki\u2019s book Zen Mind, Beginner\u2019s Mind; \u201cIn a beginner\u2019s mind, there are many options. In an expert\u2019s mind, there are a few.\u201d This statement implies that most businesses develop an \u201cexpert\u201d way of looking at situations blocking out alternative, and in some cases, better ideas. To avoid this trap, organizations must approach each situation with an open mind, remaining willing to explore new ideas that may at times fly in the face of conventional wisdom. To illustrate this point, Steve and Geoff narrate how Deloitte US blew up conventional wisdom when determining whether to invest in a \u201cclick university\u201d or \u201cbrick university.\u201d<\/p>\n\n\n\n
Deloitte US wanted to set up a university where they could train their people. Faced with a recession, the firm could have gone with conventional wisdom to leverage technology in a way where they could take cost out of their system. Instead, they decided to challenge this orthodoxy and build a brick university. \u201cIt\u2019s even more important in this world of technology and people not being face-to-face and being virtual to invest in something that can bring our firm together in a cultural way,\u201d explains Steve. This is an excellent example of how challenging conventional wisdom can result in an extraordinary outcome. While in this case, Deloitte US went in the opposite direction of digital transformation, they did so out of a clear understanding of what their company needed and ended up delivering a solution that brought the entire Deloitte fraternity together to learn and become collegial in an amazing facility.<\/p>\n\n\n\n
\u201cBring a beginner\u2019s mind. Don\u2019t presume that what\u2019s happened in the past and the way things have been done in the past is the right way of doing things because if you try to bring past expertise to the table in a world of exponential change, you\u2019re probably going to get it wrong,\u201d cautions Geoff. However, he is quick to add that while organizations must challenge conventional wisdom, this does not mean throwing out everything. Instead, they must preserve the effective and profitable parts of their business while maintaining a portfolio of ongoing activities that attempt new things. Businesses that become adept at discovering new things, innovating quickly and working them into their core business, are the ones that will win in the 4th industrial age.<\/p>\n\n\n\n
Geoff explains this dichotomy by quoting Suzuki\u2019s book Zen Mind, Beginner\u2019s Mind; \u201cIn a beginner\u2019s mind, there are many options. In an expert\u2019s mind, there are a few.\u201d This statement implies that most businesses develop an \u201cexpert\u201d way of looking at situations blocking out alternative, and in some cases, better ideas. To avoid this trap, organizations must approach each situation with an open mind, remaining willing to explore new ideas that may at times fly in the face of conventional wisdom. To illustrate this point, Steve and Geoff narrate how Deloitte US blew up conventional wisdom when determining whether to invest in a \u201cclick university\u201d or \u201cbrick university.\u201d<\/p>\n\n\n\n
Deloitte US wanted to set up a university where they could train their people. Faced with a recession, the firm could have gone with conventional wisdom to leverage technology in a way where they could take cost out of their system. Instead, they decided to challenge this orthodoxy and build a brick university. \u201cIt\u2019s even more important in this world of technology and people not being face-to-face and being virtual to invest in something that can bring our firm together in a cultural way,\u201d explains Steve. This is an excellent example of how challenging conventional wisdom can result in an extraordinary outcome. While in this case, Deloitte US went in the opposite direction of digital transformation, they did so out of a clear understanding of what their company needed and ended up delivering a solution that brought the entire Deloitte fraternity together to learn and become collegial in an amazing facility.<\/p>\n\n\n\n
\u201cBring a beginner\u2019s mind. Don\u2019t presume that what\u2019s happened in the past and the way things have been done in the past is the right way of doing things because if you try to bring past expertise to the table in a world of exponential change, you\u2019re probably going to get it wrong,\u201d cautions Geoff. However, he is quick to add that while organizations must challenge conventional wisdom, this does not mean throwing out everything. Instead, they must preserve the effective and profitable parts of their business while maintaining a portfolio of ongoing activities that attempt new things. Businesses that become adept at discovering new things, innovating quickly and working them into their core business, are the ones that will win in the 4th industrial age.<\/p>\n\n\n\n
But businesses cannot always respond to change in the same way that consumers do. While a consumer can risk a few dollars to try out a new service or product, large organizations are constrained by risk management measures. They cannot afford to take bold risks at the expense of the business. Steve and Geoff advise such businesses to embrace a culture of Minimum Viable Moves. This could be through the formation of an innovation lab or a corporate venture capital arm tasked with investing in startups. Steve adds that businesses must intuit what will be delightful to the customers that they are trying to serve and take every measure to deliver delightful experiences to them.<\/p>\n\n\n\n
Geoff explains this dichotomy by quoting Suzuki\u2019s book Zen Mind, Beginner\u2019s Mind; \u201cIn a beginner\u2019s mind, there are many options. In an expert\u2019s mind, there are a few.\u201d This statement implies that most businesses develop an \u201cexpert\u201d way of looking at situations blocking out alternative, and in some cases, better ideas. To avoid this trap, organizations must approach each situation with an open mind, remaining willing to explore new ideas that may at times fly in the face of conventional wisdom. To illustrate this point, Steve and Geoff narrate how Deloitte US blew up conventional wisdom when determining whether to invest in a \u201cclick university\u201d or \u201cbrick university.\u201d<\/p>\n\n\n\n
Deloitte US wanted to set up a university where they could train their people. Faced with a recession, the firm could have gone with conventional wisdom to leverage technology in a way where they could take cost out of their system. Instead, they decided to challenge this orthodoxy and build a brick university. \u201cIt\u2019s even more important in this world of technology and people not being face-to-face and being virtual to invest in something that can bring our firm together in a cultural way,\u201d explains Steve. This is an excellent example of how challenging conventional wisdom can result in an extraordinary outcome. While in this case, Deloitte US went in the opposite direction of digital transformation, they did so out of a clear understanding of what their company needed and ended up delivering a solution that brought the entire Deloitte fraternity together to learn and become collegial in an amazing facility.<\/p>\n\n\n\n
\u201cBring a beginner\u2019s mind. Don\u2019t presume that what\u2019s happened in the past and the way things have been done in the past is the right way of doing things because if you try to bring past expertise to the table in a world of exponential change, you\u2019re probably going to get it wrong,\u201d cautions Geoff. However, he is quick to add that while organizations must challenge conventional wisdom, this does not mean throwing out everything. Instead, they must preserve the effective and profitable parts of their business while maintaining a portfolio of ongoing activities that attempt new things. Businesses that become adept at discovering new things, innovating quickly and working them into their core business, are the ones that will win in the 4th industrial age.<\/p>\n\n\n\n
Most established organizations use financial projections to inform the strategic direction of the organization, or as Geoff puts it, they staple strategic planning processes to an annual financial forecast. This thinking creates a gap between what the business is doing and what customers expect. When this gap remains unaddressed, disruption occurs. \u201cThat\u2019s the essence of disruption: it\u2019s something that makes the consumer\u2019s life, or a technology that makes it possible for a consumer\u2019s life, to be meaningfully different,\u201d says Steve, \u201cand businesses that don\u2019t adapt to those new possibilities will eventually just become irrelevant to the consumers.\u201d Steve and Geoff call human behavior the subatomic layer of any business. They assert that every business outcome is because of human behavior. \u201cYou cannot change your performance review, you cannot grow, you cannot improve your margin unless someone somewhere changes their behavior,\u201d says Geoff.<\/p>\n\n\n\n
But businesses cannot always respond to change in the same way that consumers do. While a consumer can risk a few dollars to try out a new service or product, large organizations are constrained by risk management measures. They cannot afford to take bold risks at the expense of the business. Steve and Geoff advise such businesses to embrace a culture of Minimum Viable Moves. This could be through the formation of an innovation lab or a corporate venture capital arm tasked with investing in startups. Steve adds that businesses must intuit what will be delightful to the customers that they are trying to serve and take every measure to deliver delightful experiences to them.<\/p>\n\n\n\n
Geoff explains this dichotomy by quoting Suzuki\u2019s book Zen Mind, Beginner\u2019s Mind; \u201cIn a beginner\u2019s mind, there are many options. In an expert\u2019s mind, there are a few.\u201d This statement implies that most businesses develop an \u201cexpert\u201d way of looking at situations blocking out alternative, and in some cases, better ideas. To avoid this trap, organizations must approach each situation with an open mind, remaining willing to explore new ideas that may at times fly in the face of conventional wisdom. To illustrate this point, Steve and Geoff narrate how Deloitte US blew up conventional wisdom when determining whether to invest in a \u201cclick university\u201d or \u201cbrick university.\u201d<\/p>\n\n\n\n
Deloitte US wanted to set up a university where they could train their people. Faced with a recession, the firm could have gone with conventional wisdom to leverage technology in a way where they could take cost out of their system. Instead, they decided to challenge this orthodoxy and build a brick university. \u201cIt\u2019s even more important in this world of technology and people not being face-to-face and being virtual to invest in something that can bring our firm together in a cultural way,\u201d explains Steve. This is an excellent example of how challenging conventional wisdom can result in an extraordinary outcome. While in this case, Deloitte US went in the opposite direction of digital transformation, they did so out of a clear understanding of what their company needed and ended up delivering a solution that brought the entire Deloitte fraternity together to learn and become collegial in an amazing facility.<\/p>\n\n\n\n
\u201cBring a beginner\u2019s mind. Don\u2019t presume that what\u2019s happened in the past and the way things have been done in the past is the right way of doing things because if you try to bring past expertise to the table in a world of exponential change, you\u2019re probably going to get it wrong,\u201d cautions Geoff. However, he is quick to add that while organizations must challenge conventional wisdom, this does not mean throwing out everything. Instead, they must preserve the effective and profitable parts of their business while maintaining a portfolio of ongoing activities that attempt new things. Businesses that become adept at discovering new things, innovating quickly and working them into their core business, are the ones that will win in the 4th industrial age.<\/p>\n\n\n\n
Most established organizations use financial projections to inform the strategic direction of the organization, or as Geoff puts it, they staple strategic planning processes to an annual financial forecast. This thinking creates a gap between what the business is doing and what customers expect. When this gap remains unaddressed, disruption occurs. \u201cThat\u2019s the essence of disruption: it\u2019s something that makes the consumer\u2019s life, or a technology that makes it possible for a consumer\u2019s life, to be meaningfully different,\u201d says Steve, \u201cand businesses that don\u2019t adapt to those new possibilities will eventually just become irrelevant to the consumers.\u201d Steve and Geoff call human behavior the subatomic layer of any business. They assert that every business outcome is because of human behavior. \u201cYou cannot change your performance review, you cannot grow, you cannot improve your margin unless someone somewhere changes their behavior,\u201d says Geoff.<\/p>\n\n\n\n
But businesses cannot always respond to change in the same way that consumers do. While a consumer can risk a few dollars to try out a new service or product, large organizations are constrained by risk management measures. They cannot afford to take bold risks at the expense of the business. Steve and Geoff advise such businesses to embrace a culture of Minimum Viable Moves. This could be through the formation of an innovation lab or a corporate venture capital arm tasked with investing in startups. Steve adds that businesses must intuit what will be delightful to the customers that they are trying to serve and take every measure to deliver delightful experiences to them.<\/p>\n\n\n\n
Geoff explains this dichotomy by quoting Suzuki\u2019s book Zen Mind, Beginner\u2019s Mind; \u201cIn a beginner\u2019s mind, there are many options. In an expert\u2019s mind, there are a few.\u201d This statement implies that most businesses develop an \u201cexpert\u201d way of looking at situations blocking out alternative, and in some cases, better ideas. To avoid this trap, organizations must approach each situation with an open mind, remaining willing to explore new ideas that may at times fly in the face of conventional wisdom. To illustrate this point, Steve and Geoff narrate how Deloitte US blew up conventional wisdom when determining whether to invest in a \u201cclick university\u201d or \u201cbrick university.\u201d<\/p>\n\n\n\n
Deloitte US wanted to set up a university where they could train their people. Faced with a recession, the firm could have gone with conventional wisdom to leverage technology in a way where they could take cost out of their system. Instead, they decided to challenge this orthodoxy and build a brick university. \u201cIt\u2019s even more important in this world of technology and people not being face-to-face and being virtual to invest in something that can bring our firm together in a cultural way,\u201d explains Steve. This is an excellent example of how challenging conventional wisdom can result in an extraordinary outcome. While in this case, Deloitte US went in the opposite direction of digital transformation, they did so out of a clear understanding of what their company needed and ended up delivering a solution that brought the entire Deloitte fraternity together to learn and become collegial in an amazing facility.<\/p>\n\n\n\n
\u201cBring a beginner\u2019s mind. Don\u2019t presume that what\u2019s happened in the past and the way things have been done in the past is the right way of doing things because if you try to bring past expertise to the table in a world of exponential change, you\u2019re probably going to get it wrong,\u201d cautions Geoff. However, he is quick to add that while organizations must challenge conventional wisdom, this does not mean throwing out everything. Instead, they must preserve the effective and profitable parts of their business while maintaining a portfolio of ongoing activities that attempt new things. Businesses that become adept at discovering new things, innovating quickly and working them into their core business, are the ones that will win in the 4th industrial age.<\/p>\n\n\n\n
Organizations with playbooks and cultures optimized for linear growth will find themselves playing catch-up in the market if they do not adjust. Realizing that this exponential change is only starting to accelerate, organizations must embrace new orthodoxies and ways of thinking that allow them to experiment with new technologies and new approaches. One way to do this is by undertaking what Steve and Geoff call Minimum Viable Moves (MVMs). These are actions taken by an organization to test new ways of doing things without impacting the overall business. Borrowing from the phrase Minimum Viable Product popular in startup circles, focusing an organization on undertaking inexpensive and non-risky MVMs can help introduce new capabilities to an organization quickly and efficiently.<\/p>\n\n\n\n
Most established organizations use financial projections to inform the strategic direction of the organization, or as Geoff puts it, they staple strategic planning processes to an annual financial forecast. This thinking creates a gap between what the business is doing and what customers expect. When this gap remains unaddressed, disruption occurs. \u201cThat\u2019s the essence of disruption: it\u2019s something that makes the consumer\u2019s life, or a technology that makes it possible for a consumer\u2019s life, to be meaningfully different,\u201d says Steve, \u201cand businesses that don\u2019t adapt to those new possibilities will eventually just become irrelevant to the consumers.\u201d Steve and Geoff call human behavior the subatomic layer of any business. They assert that every business outcome is because of human behavior. \u201cYou cannot change your performance review, you cannot grow, you cannot improve your margin unless someone somewhere changes their behavior,\u201d says Geoff.<\/p>\n\n\n\n
But businesses cannot always respond to change in the same way that consumers do. While a consumer can risk a few dollars to try out a new service or product, large organizations are constrained by risk management measures. They cannot afford to take bold risks at the expense of the business. Steve and Geoff advise such businesses to embrace a culture of Minimum Viable Moves. This could be through the formation of an innovation lab or a corporate venture capital arm tasked with investing in startups. Steve adds that businesses must intuit what will be delightful to the customers that they are trying to serve and take every measure to deliver delightful experiences to them.<\/p>\n\n\n\n
Geoff explains this dichotomy by quoting Suzuki\u2019s book Zen Mind, Beginner\u2019s Mind; \u201cIn a beginner\u2019s mind, there are many options. In an expert\u2019s mind, there are a few.\u201d This statement implies that most businesses develop an \u201cexpert\u201d way of looking at situations blocking out alternative, and in some cases, better ideas. To avoid this trap, organizations must approach each situation with an open mind, remaining willing to explore new ideas that may at times fly in the face of conventional wisdom. To illustrate this point, Steve and Geoff narrate how Deloitte US blew up conventional wisdom when determining whether to invest in a \u201cclick university\u201d or \u201cbrick university.\u201d<\/p>\n\n\n\n
Deloitte US wanted to set up a university where they could train their people. Faced with a recession, the firm could have gone with conventional wisdom to leverage technology in a way where they could take cost out of their system. Instead, they decided to challenge this orthodoxy and build a brick university. \u201cIt\u2019s even more important in this world of technology and people not being face-to-face and being virtual to invest in something that can bring our firm together in a cultural way,\u201d explains Steve. This is an excellent example of how challenging conventional wisdom can result in an extraordinary outcome. While in this case, Deloitte US went in the opposite direction of digital transformation, they did so out of a clear understanding of what their company needed and ended up delivering a solution that brought the entire Deloitte fraternity together to learn and become collegial in an amazing facility.<\/p>\n\n\n\n
\u201cBring a beginner\u2019s mind. Don\u2019t presume that what\u2019s happened in the past and the way things have been done in the past is the right way of doing things because if you try to bring past expertise to the table in a world of exponential change, you\u2019re probably going to get it wrong,\u201d cautions Geoff. However, he is quick to add that while organizations must challenge conventional wisdom, this does not mean throwing out everything. Instead, they must preserve the effective and profitable parts of their business while maintaining a portfolio of ongoing activities that attempt new things. Businesses that become adept at discovering new things, innovating quickly and working them into their core business, are the ones that will win in the 4th industrial age.<\/p>\n\n\n\n
In previous industrial revolutions, growth was mostly linear, explains Geoff. Companies at that time had the opportunity to observe and assess technological advances and then integrate them once they matured. They did this without losing their competitive edge and without having to take any major risks. Today, the rate of change is no longer liner \u2013 it is exponential. While at the start of the information age, Moore\u2019s Law dictated the rate of change, today, as Steve says, \u201cthe impact really has to do with not just the technology itself, but it\u2019s all the technology upon the computing power which, in turn, changes how people behave and what\u2019s possible.\u201d The result of this \u201ctechnology stack\u201d is the combinations of those technologies accelerate the disruption to business models and the pace at which this disruption is happening.<\/p>\n\n\n\n
Organizations with playbooks and cultures optimized for linear growth will find themselves playing catch-up in the market if they do not adjust. Realizing that this exponential change is only starting to accelerate, organizations must embrace new orthodoxies and ways of thinking that allow them to experiment with new technologies and new approaches. One way to do this is by undertaking what Steve and Geoff call Minimum Viable Moves (MVMs). These are actions taken by an organization to test new ways of doing things without impacting the overall business. Borrowing from the phrase Minimum Viable Product popular in startup circles, focusing an organization on undertaking inexpensive and non-risky MVMs can help introduce new capabilities to an organization quickly and efficiently.<\/p>\n\n\n\n
Most established organizations use financial projections to inform the strategic direction of the organization, or as Geoff puts it, they staple strategic planning processes to an annual financial forecast. This thinking creates a gap between what the business is doing and what customers expect. When this gap remains unaddressed, disruption occurs. \u201cThat\u2019s the essence of disruption: it\u2019s something that makes the consumer\u2019s life, or a technology that makes it possible for a consumer\u2019s life, to be meaningfully different,\u201d says Steve, \u201cand businesses that don\u2019t adapt to those new possibilities will eventually just become irrelevant to the consumers.\u201d Steve and Geoff call human behavior the subatomic layer of any business. They assert that every business outcome is because of human behavior. \u201cYou cannot change your performance review, you cannot grow, you cannot improve your margin unless someone somewhere changes their behavior,\u201d says Geoff.<\/p>\n\n\n\n
But businesses cannot always respond to change in the same way that consumers do. While a consumer can risk a few dollars to try out a new service or product, large organizations are constrained by risk management measures. They cannot afford to take bold risks at the expense of the business. Steve and Geoff advise such businesses to embrace a culture of Minimum Viable Moves. This could be through the formation of an innovation lab or a corporate venture capital arm tasked with investing in startups. Steve adds that businesses must intuit what will be delightful to the customers that they are trying to serve and take every measure to deliver delightful experiences to them.<\/p>\n\n\n\n
Geoff explains this dichotomy by quoting Suzuki\u2019s book Zen Mind, Beginner\u2019s Mind; \u201cIn a beginner\u2019s mind, there are many options. In an expert\u2019s mind, there are a few.\u201d This statement implies that most businesses develop an \u201cexpert\u201d way of looking at situations blocking out alternative, and in some cases, better ideas. To avoid this trap, organizations must approach each situation with an open mind, remaining willing to explore new ideas that may at times fly in the face of conventional wisdom. To illustrate this point, Steve and Geoff narrate how Deloitte US blew up conventional wisdom when determining whether to invest in a \u201cclick university\u201d or \u201cbrick university.\u201d<\/p>\n\n\n\n
Deloitte US wanted to set up a university where they could train their people. Faced with a recession, the firm could have gone with conventional wisdom to leverage technology in a way where they could take cost out of their system. Instead, they decided to challenge this orthodoxy and build a brick university. \u201cIt\u2019s even more important in this world of technology and people not being face-to-face and being virtual to invest in something that can bring our firm together in a cultural way,\u201d explains Steve. This is an excellent example of how challenging conventional wisdom can result in an extraordinary outcome. While in this case, Deloitte US went in the opposite direction of digital transformation, they did so out of a clear understanding of what their company needed and ended up delivering a solution that brought the entire Deloitte fraternity together to learn and become collegial in an amazing facility.<\/p>\n\n\n\n
\u201cBring a beginner\u2019s mind. Don\u2019t presume that what\u2019s happened in the past and the way things have been done in the past is the right way of doing things because if you try to bring past expertise to the table in a world of exponential change, you\u2019re probably going to get it wrong,\u201d cautions Geoff. However, he is quick to add that while organizations must challenge conventional wisdom, this does not mean throwing out everything. Instead, they must preserve the effective and profitable parts of their business while maintaining a portfolio of ongoing activities that attempt new things. Businesses that become adept at discovering new things, innovating quickly and working them into their core business, are the ones that will win in the 4th industrial age.<\/p>\n\n\n\n
In previous industrial revolutions, growth was mostly linear, explains Geoff. Companies at that time had the opportunity to observe and assess technological advances and then integrate them once they matured. They did this without losing their competitive edge and without having to take any major risks. Today, the rate of change is no longer liner \u2013 it is exponential. While at the start of the information age, Moore\u2019s Law dictated the rate of change, today, as Steve says, \u201cthe impact really has to do with not just the technology itself, but it\u2019s all the technology upon the computing power which, in turn, changes how people behave and what\u2019s possible.\u201d The result of this \u201ctechnology stack\u201d is the combinations of those technologies accelerate the disruption to business models and the pace at which this disruption is happening.<\/p>\n\n\n\n
Organizations with playbooks and cultures optimized for linear growth will find themselves playing catch-up in the market if they do not adjust. Realizing that this exponential change is only starting to accelerate, organizations must embrace new orthodoxies and ways of thinking that allow them to experiment with new technologies and new approaches. One way to do this is by undertaking what Steve and Geoff call Minimum Viable Moves (MVMs). These are actions taken by an organization to test new ways of doing things without impacting the overall business. Borrowing from the phrase Minimum Viable Product popular in startup circles, focusing an organization on undertaking inexpensive and non-risky MVMs can help introduce new capabilities to an organization quickly and efficiently.<\/p>\n\n\n\n
Most established organizations use financial projections to inform the strategic direction of the organization, or as Geoff puts it, they staple strategic planning processes to an annual financial forecast. This thinking creates a gap between what the business is doing and what customers expect. When this gap remains unaddressed, disruption occurs. \u201cThat\u2019s the essence of disruption: it\u2019s something that makes the consumer\u2019s life, or a technology that makes it possible for a consumer\u2019s life, to be meaningfully different,\u201d says Steve, \u201cand businesses that don\u2019t adapt to those new possibilities will eventually just become irrelevant to the consumers.\u201d Steve and Geoff call human behavior the subatomic layer of any business. They assert that every business outcome is because of human behavior. \u201cYou cannot change your performance review, you cannot grow, you cannot improve your margin unless someone somewhere changes their behavior,\u201d says Geoff.<\/p>\n\n\n\n
But businesses cannot always respond to change in the same way that consumers do. While a consumer can risk a few dollars to try out a new service or product, large organizations are constrained by risk management measures. They cannot afford to take bold risks at the expense of the business. Steve and Geoff advise such businesses to embrace a culture of Minimum Viable Moves. This could be through the formation of an innovation lab or a corporate venture capital arm tasked with investing in startups. Steve adds that businesses must intuit what will be delightful to the customers that they are trying to serve and take every measure to deliver delightful experiences to them.<\/p>\n\n\n\n
Geoff explains this dichotomy by quoting Suzuki\u2019s book Zen Mind, Beginner\u2019s Mind; \u201cIn a beginner\u2019s mind, there are many options. In an expert\u2019s mind, there are a few.\u201d This statement implies that most businesses develop an \u201cexpert\u201d way of looking at situations blocking out alternative, and in some cases, better ideas. To avoid this trap, organizations must approach each situation with an open mind, remaining willing to explore new ideas that may at times fly in the face of conventional wisdom. To illustrate this point, Steve and Geoff narrate how Deloitte US blew up conventional wisdom when determining whether to invest in a \u201cclick university\u201d or \u201cbrick university.\u201d<\/p>\n\n\n\n
Deloitte US wanted to set up a university where they could train their people. Faced with a recession, the firm could have gone with conventional wisdom to leverage technology in a way where they could take cost out of their system. Instead, they decided to challenge this orthodoxy and build a brick university. \u201cIt\u2019s even more important in this world of technology and people not being face-to-face and being virtual to invest in something that can bring our firm together in a cultural way,\u201d explains Steve. This is an excellent example of how challenging conventional wisdom can result in an extraordinary outcome. While in this case, Deloitte US went in the opposite direction of digital transformation, they did so out of a clear understanding of what their company needed and ended up delivering a solution that brought the entire Deloitte fraternity together to learn and become collegial in an amazing facility.<\/p>\n\n\n\n
\u201cBring a beginner\u2019s mind. Don\u2019t presume that what\u2019s happened in the past and the way things have been done in the past is the right way of doing things because if you try to bring past expertise to the table in a world of exponential change, you\u2019re probably going to get it wrong,\u201d cautions Geoff. However, he is quick to add that while organizations must challenge conventional wisdom, this does not mean throwing out everything. Instead, they must preserve the effective and profitable parts of their business while maintaining a portfolio of ongoing activities that attempt new things. Businesses that become adept at discovering new things, innovating quickly and working them into their core business, are the ones that will win in the 4th industrial age.<\/p>\n\n\n\n
Geoff Tuff and Steve Goldbach of Deloitte are the coauthors of \u201cDetonate: Why - And How - Corporations Must Blow Up Best Practices (and bring a beginner's mind) To Survive<\/a>,\u201d a book that seeks to expose defunct ways of thinking within organizations and help them innovate their way to the next level. In the book, the authors discuss how organizations develop poor corporate habits, which end up masquerading as best practices. They also offer alternative views on how organizations can embrace new ways of thinking and doing to win in the marketplace. Geoff and Steve recently joined us for a chat about their book and how they see the market evolving as digital transformation takes root across industries.<\/p>\n\n\n\n In previous industrial revolutions, growth was mostly linear, explains Geoff. Companies at that time had the opportunity to observe and assess technological advances and then integrate them once they matured. They did this without losing their competitive edge and without having to take any major risks. Today, the rate of change is no longer liner \u2013 it is exponential. While at the start of the information age, Moore\u2019s Law dictated the rate of change, today, as Steve says, \u201cthe impact really has to do with not just the technology itself, but it\u2019s all the technology upon the computing power which, in turn, changes how people behave and what\u2019s possible.\u201d The result of this \u201ctechnology stack\u201d is the combinations of those technologies accelerate the disruption to business models and the pace at which this disruption is happening.<\/p>\n\n\n\n Organizations with playbooks and cultures optimized for linear growth will find themselves playing catch-up in the market if they do not adjust. Realizing that this exponential change is only starting to accelerate, organizations must embrace new orthodoxies and ways of thinking that allow them to experiment with new technologies and new approaches. One way to do this is by undertaking what Steve and Geoff call Minimum Viable Moves (MVMs). These are actions taken by an organization to test new ways of doing things without impacting the overall business. Borrowing from the phrase Minimum Viable Product popular in startup circles, focusing an organization on undertaking inexpensive and non-risky MVMs can help introduce new capabilities to an organization quickly and efficiently.<\/p>\n\n\n\n Most established organizations use financial projections to inform the strategic direction of the organization, or as Geoff puts it, they staple strategic planning processes to an annual financial forecast. This thinking creates a gap between what the business is doing and what customers expect. When this gap remains unaddressed, disruption occurs. \u201cThat\u2019s the essence of disruption: it\u2019s something that makes the consumer\u2019s life, or a technology that makes it possible for a consumer\u2019s life, to be meaningfully different,\u201d says Steve, \u201cand businesses that don\u2019t adapt to those new possibilities will eventually just become irrelevant to the consumers.\u201d Steve and Geoff call human behavior the subatomic layer of any business. They assert that every business outcome is because of human behavior. \u201cYou cannot change your performance review, you cannot grow, you cannot improve your margin unless someone somewhere changes their behavior,\u201d says Geoff.<\/p>\n\n\n\n But businesses cannot always respond to change in the same way that consumers do. While a consumer can risk a few dollars to try out a new service or product, large organizations are constrained by risk management measures. They cannot afford to take bold risks at the expense of the business. Steve and Geoff advise such businesses to embrace a culture of Minimum Viable Moves. This could be through the formation of an innovation lab or a corporate venture capital arm tasked with investing in startups. Steve adds that businesses must intuit what will be delightful to the customers that they are trying to serve and take every measure to deliver delightful experiences to them.<\/p>\n\n\n\n Geoff explains this dichotomy by quoting Suzuki\u2019s book Zen Mind, Beginner\u2019s Mind; \u201cIn a beginner\u2019s mind, there are many options. In an expert\u2019s mind, there are a few.\u201d This statement implies that most businesses develop an \u201cexpert\u201d way of looking at situations blocking out alternative, and in some cases, better ideas. To avoid this trap, organizations must approach each situation with an open mind, remaining willing to explore new ideas that may at times fly in the face of conventional wisdom. To illustrate this point, Steve and Geoff narrate how Deloitte US blew up conventional wisdom when determining whether to invest in a \u201cclick university\u201d or \u201cbrick university.\u201d<\/p>\n\n\n\n Deloitte US wanted to set up a university where they could train their people. Faced with a recession, the firm could have gone with conventional wisdom to leverage technology in a way where they could take cost out of their system. Instead, they decided to challenge this orthodoxy and build a brick university. \u201cIt\u2019s even more important in this world of technology and people not being face-to-face and being virtual to invest in something that can bring our firm together in a cultural way,\u201d explains Steve. This is an excellent example of how challenging conventional wisdom can result in an extraordinary outcome. While in this case, Deloitte US went in the opposite direction of digital transformation, they did so out of a clear understanding of what their company needed and ended up delivering a solution that brought the entire Deloitte fraternity together to learn and become collegial in an amazing facility.<\/p>\n\n\n\n \u201cBring a beginner\u2019s mind. Don\u2019t presume that what\u2019s happened in the past and the way things have been done in the past is the right way of doing things because if you try to bring past expertise to the table in a world of exponential change, you\u2019re probably going to get it wrong,\u201d cautions Geoff. However, he is quick to add that while organizations must challenge conventional wisdom, this does not mean throwing out everything. Instead, they must preserve the effective and profitable parts of their business while maintaining a portfolio of ongoing activities that attempt new things. Businesses that become adept at discovering new things, innovating quickly and working them into their core business, are the ones that will win in the 4th industrial age.<\/p>\n\n\n\n Orthodoxies, or otherwise known as conventional wisdom, refer to how things have always been done. In corporate talk, orthodoxies are often called best practice. While there are positive orthodoxies like human safety and regulations, there are those that limit an organization and indeed, individuals, from thinking \u201coutside the box.\u201d This conventional wisdom, over time, becomes integrated into corporate cultures and playbooks, creating barriers to new and innovative business models, processes and other transformative actions that could lead to greater growth, sustainability, defensibility, and profitability.<\/p>\n\n\n\n Geoff Tuff and Steve Goldbach of Deloitte are the coauthors of \u201cDetonate: Why - And How - Corporations Must Blow Up Best Practices (and bring a beginner's mind) To Survive<\/a>,\u201d a book that seeks to expose defunct ways of thinking within organizations and help them innovate their way to the next level. In the book, the authors discuss how organizations develop poor corporate habits, which end up masquerading as best practices. They also offer alternative views on how organizations can embrace new ways of thinking and doing to win in the marketplace. Geoff and Steve recently joined us for a chat about their book and how they see the market evolving as digital transformation takes root across industries.<\/p>\n\n\n\n In previous industrial revolutions, growth was mostly linear, explains Geoff. Companies at that time had the opportunity to observe and assess technological advances and then integrate them once they matured. They did this without losing their competitive edge and without having to take any major risks. Today, the rate of change is no longer liner \u2013 it is exponential. While at the start of the information age, Moore\u2019s Law dictated the rate of change, today, as Steve says, \u201cthe impact really has to do with not just the technology itself, but it\u2019s all the technology upon the computing power which, in turn, changes how people behave and what\u2019s possible.\u201d The result of this \u201ctechnology stack\u201d is the combinations of those technologies accelerate the disruption to business models and the pace at which this disruption is happening.<\/p>\n\n\n\n Organizations with playbooks and cultures optimized for linear growth will find themselves playing catch-up in the market if they do not adjust. Realizing that this exponential change is only starting to accelerate, organizations must embrace new orthodoxies and ways of thinking that allow them to experiment with new technologies and new approaches. One way to do this is by undertaking what Steve and Geoff call Minimum Viable Moves (MVMs). These are actions taken by an organization to test new ways of doing things without impacting the overall business. Borrowing from the phrase Minimum Viable Product popular in startup circles, focusing an organization on undertaking inexpensive and non-risky MVMs can help introduce new capabilities to an organization quickly and efficiently.<\/p>\n\n\n\n Most established organizations use financial projections to inform the strategic direction of the organization, or as Geoff puts it, they staple strategic planning processes to an annual financial forecast. This thinking creates a gap between what the business is doing and what customers expect. When this gap remains unaddressed, disruption occurs. \u201cThat\u2019s the essence of disruption: it\u2019s something that makes the consumer\u2019s life, or a technology that makes it possible for a consumer\u2019s life, to be meaningfully different,\u201d says Steve, \u201cand businesses that don\u2019t adapt to those new possibilities will eventually just become irrelevant to the consumers.\u201d Steve and Geoff call human behavior the subatomic layer of any business. They assert that every business outcome is because of human behavior. \u201cYou cannot change your performance review, you cannot grow, you cannot improve your margin unless someone somewhere changes their behavior,\u201d says Geoff.<\/p>\n\n\n\n But businesses cannot always respond to change in the same way that consumers do. While a consumer can risk a few dollars to try out a new service or product, large organizations are constrained by risk management measures. They cannot afford to take bold risks at the expense of the business. Steve and Geoff advise such businesses to embrace a culture of Minimum Viable Moves. This could be through the formation of an innovation lab or a corporate venture capital arm tasked with investing in startups. Steve adds that businesses must intuit what will be delightful to the customers that they are trying to serve and take every measure to deliver delightful experiences to them.<\/p>\n\n\n\n Geoff explains this dichotomy by quoting Suzuki\u2019s book Zen Mind, Beginner\u2019s Mind; \u201cIn a beginner\u2019s mind, there are many options. In an expert\u2019s mind, there are a few.\u201d This statement implies that most businesses develop an \u201cexpert\u201d way of looking at situations blocking out alternative, and in some cases, better ideas. To avoid this trap, organizations must approach each situation with an open mind, remaining willing to explore new ideas that may at times fly in the face of conventional wisdom. To illustrate this point, Steve and Geoff narrate how Deloitte US blew up conventional wisdom when determining whether to invest in a \u201cclick university\u201d or \u201cbrick university.\u201d<\/p>\n\n\n\n Deloitte US wanted to set up a university where they could train their people. Faced with a recession, the firm could have gone with conventional wisdom to leverage technology in a way where they could take cost out of their system. Instead, they decided to challenge this orthodoxy and build a brick university. \u201cIt\u2019s even more important in this world of technology and people not being face-to-face and being virtual to invest in something that can bring our firm together in a cultural way,\u201d explains Steve. This is an excellent example of how challenging conventional wisdom can result in an extraordinary outcome. While in this case, Deloitte US went in the opposite direction of digital transformation, they did so out of a clear understanding of what their company needed and ended up delivering a solution that brought the entire Deloitte fraternity together to learn and become collegial in an amazing facility.<\/p>\n\n\n\n \u201cBring a beginner\u2019s mind. Don\u2019t presume that what\u2019s happened in the past and the way things have been done in the past is the right way of doing things because if you try to bring past expertise to the table in a world of exponential change, you\u2019re probably going to get it wrong,\u201d cautions Geoff. However, he is quick to add that while organizations must challenge conventional wisdom, this does not mean throwing out everything. Instead, they must preserve the effective and profitable parts of their business while maintaining a portfolio of ongoing activities that attempt new things. Businesses that become adept at discovering new things, innovating quickly and working them into their core business, are the ones that will win in the 4th industrial age.<\/p>\n\n\n\n \u201cIt\u2019s not about finding a market; it\u2019s about finding the truth,\u201d emphasizes Andrew. While it is advisable for corporations to partner with startups from Silicon Valley to build next-generation products, finding the truth means knowing when an innovation will be profitable and when it may not be. The imperative, therefore, becomes to seek out the truth behind your innovations before undertaking a full-scale roll-out. Sean concludes by saying that to sustain corporate innovation commercialization, the current innovation economy will force product companies to transform into services companies that focus more on listening to the market through data, than on building new products.<\/p>\n\n\n\n \u201cIt\u2019s not about finding a market; it\u2019s about finding the truth,\u201d emphasizes Andrew. While it is advisable for corporations to partner with startups from Silicon Valley to build next-generation products, finding the truth means knowing when an innovation will be profitable and when it may not be. The imperative, therefore, becomes to seek out the truth behind your innovations before undertaking a full-scale roll-out. Sean concludes by saying that to sustain corporate innovation commercialization, the current innovation economy will force product companies to transform into services companies that focus more on listening to the market through data, than on building new products.<\/p>\n\n\n\n Such a market-first, product-second mindset is what corporations need to foster within their teams in order to discover commercialization and profitability opportunities within their innovation agendas before spending substantial resources upfront.<\/p>\n\n\n\n \u201cIt\u2019s not about finding a market; it\u2019s about finding the truth,\u201d emphasizes Andrew. While it is advisable for corporations to partner with startups from Silicon Valley to build next-generation products, finding the truth means knowing when an innovation will be profitable and when it may not be. The imperative, therefore, becomes to seek out the truth behind your innovations before undertaking a full-scale roll-out. Sean concludes by saying that to sustain corporate innovation commercialization, the current innovation economy will force product companies to transform into services companies that focus more on listening to the market through data, than on building new products.<\/p>\n\n\n\n This creates a scenario where corporations must put more emphasis on<\/strong> market development earlier in the technology and research and product development phases to figure out what they should be spending their time and money and resources on by actually solving problems for customers and end-users instead of just building cool tech.<\/strong><\/p>\n\n\n\n Such a market-first, product-second mindset is what corporations need to foster within their teams in order to discover commercialization and profitability opportunities within their innovation agendas before spending substantial resources upfront.<\/p>\n\n\n\n \u201cIt\u2019s not about finding a market; it\u2019s about finding the truth,\u201d emphasizes Andrew. While it is advisable for corporations to partner with startups from Silicon Valley to build next-generation products, finding the truth means knowing when an innovation will be profitable and when it may not be. The imperative, therefore, becomes to seek out the truth behind your innovations before undertaking a full-scale roll-out. Sean concludes by saying that to sustain corporate innovation commercialization, the current innovation economy will force product companies to transform into services companies that focus more on listening to the market through data, than on building new products.<\/p>\n\n\n\n \u201cWhere we find the biggest gap to be addressed that\u2019s holding most big companies back from the big bets they\u2019re looking to make is the commercialization,\u201d advances Andrew. He goes on to explain that most innovation that goes on in corporations has to do with improving the status quo, not making disruptive big bets. While conversations around innovation may be ongoing within corporations, what is often missing is the how, he says. Sean provides an answer to this dilemma, \u201cWe\u2019ve moved out of this age of developed technology into this age of applied technology where it\u2019s never been easier to get a product to market yet it\u2019s never been harder to sell it.\u201d<\/p>\n\n\n\n This creates a scenario where corporations must put more emphasis on<\/strong> market development earlier in the technology and research and product development phases to figure out what they should be spending their time and money and resources on by actually solving problems for customers and end-users instead of just building cool tech.<\/strong><\/p>\n\n\n\n Such a market-first, product-second mindset is what corporations need to foster within their teams in order to discover commercialization and profitability opportunities within their innovation agendas before spending substantial resources upfront.<\/p>\n\n\n\n \u201cIt\u2019s not about finding a market; it\u2019s about finding the truth,\u201d emphasizes Andrew. While it is advisable for corporations to partner with startups from Silicon Valley to build next-generation products, finding the truth means knowing when an innovation will be profitable and when it may not be. The imperative, therefore, becomes to seek out the truth behind your innovations before undertaking a full-scale roll-out. Sean concludes by saying that to sustain corporate innovation commercialization, the current innovation economy will force product companies to transform into services companies that focus more on listening to the market through data, than on building new products.<\/p>\n\n\n\n \u201cWhere we find the biggest gap to be addressed that\u2019s holding most big companies back from the big bets they\u2019re looking to make is the commercialization,\u201d advances Andrew. He goes on to explain that most innovation that goes on in corporations has to do with improving the status quo, not making disruptive big bets. While conversations around innovation may be ongoing within corporations, what is often missing is the how, he says. Sean provides an answer to this dilemma, \u201cWe\u2019ve moved out of this age of developed technology into this age of applied technology where it\u2019s never been easier to get a product to market yet it\u2019s never been harder to sell it.\u201d<\/p>\n\n\n\n This creates a scenario where corporations must put more emphasis on<\/strong> market development earlier in the technology and research and product development phases to figure out what they should be spending their time and money and resources on by actually solving problems for customers and end-users instead of just building cool tech.<\/strong><\/p>\n\n\n\n Such a market-first, product-second mindset is what corporations need to foster within their teams in order to discover commercialization and profitability opportunities within their innovation agendas before spending substantial resources upfront.<\/p>\n\n\n\n \u201cIt\u2019s not about finding a market; it\u2019s about finding the truth,\u201d emphasizes Andrew. While it is advisable for corporations to partner with startups from Silicon Valley to build next-generation products, finding the truth means knowing when an innovation will be profitable and when it may not be. The imperative, therefore, becomes to seek out the truth behind your innovations before undertaking a full-scale roll-out. Sean concludes by saying that to sustain corporate innovation commercialization, the current innovation economy will force product companies to transform into services companies that focus more on listening to the market through data, than on building new products.<\/p>\n\n\n\n For this strategy to work, says Sean, \u201cyou actually need to be out interfacing with those customers and those early customers, which you shouldn\u2019t be selling to, you should be recruiting for joint development.\u201d This points to a crucial factor corporations must address throughout their innovation cycles; listening and learning from the market is tied to revenue. As the small units within the organization undergo functional learning and increasingly find the truth about the products they are responsible for, there emerges a direct correlation with the organization\u2019s revenue. Sean sums it up this way, \u201cIf you don\u2019t have that mindset and people don\u2019t buy into the fact that learning leads to revenue, then more often than not (your innovation agenda) is going to fail.\u201d<\/p>\n\n\n\n \u201cWhere we find the biggest gap to be addressed that\u2019s holding most big companies back from the big bets they\u2019re looking to make is the commercialization,\u201d advances Andrew. He goes on to explain that most innovation that goes on in corporations has to do with improving the status quo, not making disruptive big bets. While conversations around innovation may be ongoing within corporations, what is often missing is the how, he says. Sean provides an answer to this dilemma, \u201cWe\u2019ve moved out of this age of developed technology into this age of applied technology where it\u2019s never been easier to get a product to market yet it\u2019s never been harder to sell it.\u201d<\/p>\n\n\n\n This creates a scenario where corporations must put more emphasis on<\/strong> market development earlier in the technology and research and product development phases to figure out what they should be spending their time and money and resources on by actually solving problems for customers and end-users instead of just building cool tech.<\/strong><\/p>\n\n\n\n Such a market-first, product-second mindset is what corporations need to foster within their teams in order to discover commercialization and profitability opportunities within their innovation agendas before spending substantial resources upfront.<\/p>\n\n\n\n \u201cIt\u2019s not about finding a market; it\u2019s about finding the truth,\u201d emphasizes Andrew. While it is advisable for corporations to partner with startups from Silicon Valley to build next-generation products, finding the truth means knowing when an innovation will be profitable and when it may not be. The imperative, therefore, becomes to seek out the truth behind your innovations before undertaking a full-scale roll-out. Sean concludes by saying that to sustain corporate innovation commercialization, the current innovation economy will force product companies to transform into services companies that focus more on listening to the market through data, than on building new products.<\/p>\n\n\n\n \u201cYou have to believe that learning leads to revenue and if you do believe that and the organization is behind it, you\u2019re going to find your truth,\u201d counsels Sean. Andrew provides more perspective to this by adding that corporate culture is often a barrier to finding this truth. As entrenched corporate culture and mindsets are difficult to replace, the duo point to a more measured and effective means of achieving incremental change. They call it establishing a functional learning organization. \u201cDo it in very small bits. Try to create functional learning out of small groups and teams,\u201d explains Sean, \u201cto establish measured learning and entrench data-driven decision making.\u201d The importance of starting with measured learning is that it creates momentum that leads to the next step, and then the next.<\/p>\n\n\n\n For this strategy to work, says Sean, \u201cyou actually need to be out interfacing with those customers and those early customers, which you shouldn\u2019t be selling to, you should be recruiting for joint development.\u201d This points to a crucial factor corporations must address throughout their innovation cycles; listening and learning from the market is tied to revenue. As the small units within the organization undergo functional learning and increasingly find the truth about the products they are responsible for, there emerges a direct correlation with the organization\u2019s revenue. Sean sums it up this way, \u201cIf you don\u2019t have that mindset and people don\u2019t buy into the fact that learning leads to revenue, then more often than not (your innovation agenda) is going to fail.\u201d<\/p>\n\n\n\n \u201cWhere we find the biggest gap to be addressed that\u2019s holding most big companies back from the big bets they\u2019re looking to make is the commercialization,\u201d advances Andrew. He goes on to explain that most innovation that goes on in corporations has to do with improving the status quo, not making disruptive big bets. While conversations around innovation may be ongoing within corporations, what is often missing is the how, he says. Sean provides an answer to this dilemma, \u201cWe\u2019ve moved out of this age of developed technology into this age of applied technology where it\u2019s never been easier to get a product to market yet it\u2019s never been harder to sell it.\u201d<\/p>\n\n\n\n This creates a scenario where corporations must put more emphasis on<\/strong> market development earlier in the technology and research and product development phases to figure out what they should be spending their time and money and resources on by actually solving problems for customers and end-users instead of just building cool tech.<\/strong><\/p>\n\n\n\n Such a market-first, product-second mindset is what corporations need to foster within their teams in order to discover commercialization and profitability opportunities within their innovation agendas before spending substantial resources upfront.<\/p>\n\n\n\n \u201cIt\u2019s not about finding a market; it\u2019s about finding the truth,\u201d emphasizes Andrew. While it is advisable for corporations to partner with startups from Silicon Valley to build next-generation products, finding the truth means knowing when an innovation will be profitable and when it may not be. The imperative, therefore, becomes to seek out the truth behind your innovations before undertaking a full-scale roll-out. Sean concludes by saying that to sustain corporate innovation commercialization, the current innovation economy will force product companies to transform into services companies that focus more on listening to the market through data, than on building new products.<\/p>\n\n\n\n \u201cYou have to believe that learning leads to revenue and if you do believe that and the organization is behind it, you\u2019re going to find your truth,\u201d counsels Sean. Andrew provides more perspective to this by adding that corporate culture is often a barrier to finding this truth. As entrenched corporate culture and mindsets are difficult to replace, the duo point to a more measured and effective means of achieving incremental change. They call it establishing a functional learning organization. \u201cDo it in very small bits. Try to create functional learning out of small groups and teams,\u201d explains Sean, \u201cto establish measured learning and entrench data-driven decision making.\u201d The importance of starting with measured learning is that it creates momentum that leads to the next step, and then the next.<\/p>\n\n\n\n For this strategy to work, says Sean, \u201cyou actually need to be out interfacing with those customers and those early customers, which you shouldn\u2019t be selling to, you should be recruiting for joint development.\u201d This points to a crucial factor corporations must address throughout their innovation cycles; listening and learning from the market is tied to revenue. As the small units within the organization undergo functional learning and increasingly find the truth about the products they are responsible for, there emerges a direct correlation with the organization\u2019s revenue. Sean sums it up this way, \u201cIf you don\u2019t have that mindset and people don\u2019t buy into the fact that learning leads to revenue, then more often than not (your innovation agenda) is going to fail.\u201d<\/p>\n\n\n\n \u201cWhere we find the biggest gap to be addressed that\u2019s holding most big companies back from the big bets they\u2019re looking to make is the commercialization,\u201d advances Andrew. He goes on to explain that most innovation that goes on in corporations has to do with improving the status quo, not making disruptive big bets. While conversations around innovation may be ongoing within corporations, what is often missing is the how, he says. Sean provides an answer to this dilemma, \u201cWe\u2019ve moved out of this age of developed technology into this age of applied technology where it\u2019s never been easier to get a product to market yet it\u2019s never been harder to sell it.\u201d<\/p>\n\n\n\n This creates a scenario where corporations must put more emphasis on<\/strong> market development earlier in the technology and research and product development phases to figure out what they should be spending their time and money and resources on by actually solving problems for customers and end-users instead of just building cool tech.<\/strong><\/p>\n\n\n\n Such a market-first, product-second mindset is what corporations need to foster within their teams in order to discover commercialization and profitability opportunities within their innovation agendas before spending substantial resources upfront.<\/p>\n\n\n\n \u201cIt\u2019s not about finding a market; it\u2019s about finding the truth,\u201d emphasizes Andrew. While it is advisable for corporations to partner with startups from Silicon Valley to build next-generation products, finding the truth means knowing when an innovation will be profitable and when it may not be. The imperative, therefore, becomes to seek out the truth behind your innovations before undertaking a full-scale roll-out. Sean concludes by saying that to sustain corporate innovation commercialization, the current innovation economy will force product companies to transform into services companies that focus more on listening to the market through data, than on building new products.<\/p>\n\n\n\n Undertaking such a framework requires either an internal entrepreneur or an entrepreneur-in-residence, which could be one or a handful of people tasked with rapidly iterating on feedback emanating from the market on a given innovation. This iteration must be done in small non-scalable ways in order to arrive faster at the truth about that innovation. \u201cCan you determine whether or not there is a business model and a way to monetize that innovation? And what does that look like? How big is that opportunity beyond your early customers?\u201d are some of the questions Sean urges corporations to ask about their innovations. The answers to these questions will often point to the truth about the innovation. But in order to embrace this culture of seeking out the truth, organizations must first create and implement functional learning organization.<\/p>\n\n\n\n \u201cYou have to believe that learning leads to revenue and if you do believe that and the organization is behind it, you\u2019re going to find your truth,\u201d counsels Sean. Andrew provides more perspective to this by adding that corporate culture is often a barrier to finding this truth. As entrenched corporate culture and mindsets are difficult to replace, the duo point to a more measured and effective means of achieving incremental change. They call it establishing a functional learning organization. \u201cDo it in very small bits. Try to create functional learning out of small groups and teams,\u201d explains Sean, \u201cto establish measured learning and entrench data-driven decision making.\u201d The importance of starting with measured learning is that it creates momentum that leads to the next step, and then the next.<\/p>\n\n\n\n For this strategy to work, says Sean, \u201cyou actually need to be out interfacing with those customers and those early customers, which you shouldn\u2019t be selling to, you should be recruiting for joint development.\u201d This points to a crucial factor corporations must address throughout their innovation cycles; listening and learning from the market is tied to revenue. As the small units within the organization undergo functional learning and increasingly find the truth about the products they are responsible for, there emerges a direct correlation with the organization\u2019s revenue. Sean sums it up this way, \u201cIf you don\u2019t have that mindset and people don\u2019t buy into the fact that learning leads to revenue, then more often than not (your innovation agenda) is going to fail.\u201d<\/p>\n\n\n\n \u201cWhere we find the biggest gap to be addressed that\u2019s holding most big companies back from the big bets they\u2019re looking to make is the commercialization,\u201d advances Andrew. He goes on to explain that most innovation that goes on in corporations has to do with improving the status quo, not making disruptive big bets. While conversations around innovation may be ongoing within corporations, what is often missing is the how, he says. Sean provides an answer to this dilemma, \u201cWe\u2019ve moved out of this age of developed technology into this age of applied technology where it\u2019s never been easier to get a product to market yet it\u2019s never been harder to sell it.\u201d<\/p>\n\n\n\n This creates a scenario where corporations must put more emphasis on<\/strong> market development earlier in the technology and research and product development phases to figure out what they should be spending their time and money and resources on by actually solving problems for customers and end-users instead of just building cool tech.<\/strong><\/p>\n\n\n\n Such a market-first, product-second mindset is what corporations need to foster within their teams in order to discover commercialization and profitability opportunities within their innovation agendas before spending substantial resources upfront.<\/p>\n\n\n\n \u201cIt\u2019s not about finding a market; it\u2019s about finding the truth,\u201d emphasizes Andrew. While it is advisable for corporations to partner with startups from Silicon Valley to build next-generation products, finding the truth means knowing when an innovation will be profitable and when it may not be. The imperative, therefore, becomes to seek out the truth behind your innovations before undertaking a full-scale roll-out. Sean concludes by saying that to sustain corporate innovation commercialization, the current innovation economy will force product companies to transform into services companies that focus more on listening to the market through data, than on building new products.<\/p>\n\n\n\n \u201cIt starts with the truth,\u201d says Sean. When corporations embark on an innovation agenda, they must start by first determining the truth of the effort they are undertaking. If new product development is underway, the truth could mean determining whether there is product\/market fit, or put differently, whether a market exists for that product, or if a pivot to something different is necessary, or whether to shelve the product altogether. The challenge corporations face is they lack a framework by which to discover this truth. Such a framework is necessary to provide a roadmap that is replicable across all innovations the corporation chooses to undertake.<\/p>\n\n\n\n Undertaking such a framework requires either an internal entrepreneur or an entrepreneur-in-residence, which could be one or a handful of people tasked with rapidly iterating on feedback emanating from the market on a given innovation. This iteration must be done in small non-scalable ways in order to arrive faster at the truth about that innovation. \u201cCan you determine whether or not there is a business model and a way to monetize that innovation? And what does that look like? How big is that opportunity beyond your early customers?\u201d are some of the questions Sean urges corporations to ask about their innovations. The answers to these questions will often point to the truth about the innovation. But in order to embrace this culture of seeking out the truth, organizations must first create and implement functional learning organization.<\/p>\n\n\n\n \u201cYou have to believe that learning leads to revenue and if you do believe that and the organization is behind it, you\u2019re going to find your truth,\u201d counsels Sean. Andrew provides more perspective to this by adding that corporate culture is often a barrier to finding this truth. As entrenched corporate culture and mindsets are difficult to replace, the duo point to a more measured and effective means of achieving incremental change. They call it establishing a functional learning organization. \u201cDo it in very small bits. Try to create functional learning out of small groups and teams,\u201d explains Sean, \u201cto establish measured learning and entrench data-driven decision making.\u201d The importance of starting with measured learning is that it creates momentum that leads to the next step, and then the next.<\/p>\n\n\n\n For this strategy to work, says Sean, \u201cyou actually need to be out interfacing with those customers and those early customers, which you shouldn\u2019t be selling to, you should be recruiting for joint development.\u201d This points to a crucial factor corporations must address throughout their innovation cycles; listening and learning from the market is tied to revenue. As the small units within the organization undergo functional learning and increasingly find the truth about the products they are responsible for, there emerges a direct correlation with the organization\u2019s revenue. Sean sums it up this way, \u201cIf you don\u2019t have that mindset and people don\u2019t buy into the fact that learning leads to revenue, then more often than not (your innovation agenda) is going to fail.\u201d<\/p>\n\n\n\n \u201cWhere we find the biggest gap to be addressed that\u2019s holding most big companies back from the big bets they\u2019re looking to make is the commercialization,\u201d advances Andrew. He goes on to explain that most innovation that goes on in corporations has to do with improving the status quo, not making disruptive big bets. While conversations around innovation may be ongoing within corporations, what is often missing is the how, he says. Sean provides an answer to this dilemma, \u201cWe\u2019ve moved out of this age of developed technology into this age of applied technology where it\u2019s never been easier to get a product to market yet it\u2019s never been harder to sell it.\u201d<\/p>\n\n\n\n This creates a scenario where corporations must put more emphasis on<\/strong> market development earlier in the technology and research and product development phases to figure out what they should be spending their time and money and resources on by actually solving problems for customers and end-users instead of just building cool tech.<\/strong><\/p>\n\n\n\n Such a market-first, product-second mindset is what corporations need to foster within their teams in order to discover commercialization and profitability opportunities within their innovation agendas before spending substantial resources upfront.<\/p>\n\n\n\n \u201cIt\u2019s not about finding a market; it\u2019s about finding the truth,\u201d emphasizes Andrew. While it is advisable for corporations to partner with startups from Silicon Valley to build next-generation products, finding the truth means knowing when an innovation will be profitable and when it may not be. The imperative, therefore, becomes to seek out the truth behind your innovations before undertaking a full-scale roll-out. Sean concludes by saying that to sustain corporate innovation commercialization, the current innovation economy will force product companies to transform into services companies that focus more on listening to the market through data, than on building new products.<\/p>\n\n\n\n \u201cIt starts with the truth,\u201d says Sean. When corporations embark on an innovation agenda, they must start by first determining the truth of the effort they are undertaking. If new product development is underway, the truth could mean determining whether there is product\/market fit, or put differently, whether a market exists for that product, or if a pivot to something different is necessary, or whether to shelve the product altogether. The challenge corporations face is they lack a framework by which to discover this truth. Such a framework is necessary to provide a roadmap that is replicable across all innovations the corporation chooses to undertake.<\/p>\n\n\n\n Undertaking such a framework requires either an internal entrepreneur or an entrepreneur-in-residence, which could be one or a handful of people tasked with rapidly iterating on feedback emanating from the market on a given innovation. This iteration must be done in small non-scalable ways in order to arrive faster at the truth about that innovation. \u201cCan you determine whether or not there is a business model and a way to monetize that innovation? And what does that look like? How big is that opportunity beyond your early customers?\u201d are some of the questions Sean urges corporations to ask about their innovations. The answers to these questions will often point to the truth about the innovation. But in order to embrace this culture of seeking out the truth, organizations must first create and implement functional learning organization.<\/p>\n\n\n\n \u201cYou have to believe that learning leads to revenue and if you do believe that and the organization is behind it, you\u2019re going to find your truth,\u201d counsels Sean. Andrew provides more perspective to this by adding that corporate culture is often a barrier to finding this truth. As entrenched corporate culture and mindsets are difficult to replace, the duo point to a more measured and effective means of achieving incremental change. They call it establishing a functional learning organization. \u201cDo it in very small bits. Try to create functional learning out of small groups and teams,\u201d explains Sean, \u201cto establish measured learning and entrench data-driven decision making.\u201d The importance of starting with measured learning is that it creates momentum that leads to the next step, and then the next.<\/p>\n\n\n\n For this strategy to work, says Sean, \u201cyou actually need to be out interfacing with those customers and those early customers, which you shouldn\u2019t be selling to, you should be recruiting for joint development.\u201d This points to a crucial factor corporations must address throughout their innovation cycles; listening and learning from the market is tied to revenue. As the small units within the organization undergo functional learning and increasingly find the truth about the products they are responsible for, there emerges a direct correlation with the organization\u2019s revenue. Sean sums it up this way, \u201cIf you don\u2019t have that mindset and people don\u2019t buy into the fact that learning leads to revenue, then more often than not (your innovation agenda) is going to fail.\u201d<\/p>\n\n\n\n \u201cWhere we find the biggest gap to be addressed that\u2019s holding most big companies back from the big bets they\u2019re looking to make is the commercialization,\u201d advances Andrew. He goes on to explain that most innovation that goes on in corporations has to do with improving the status quo, not making disruptive big bets. While conversations around innovation may be ongoing within corporations, what is often missing is the how, he says. Sean provides an answer to this dilemma, \u201cWe\u2019ve moved out of this age of developed technology into this age of applied technology where it\u2019s never been easier to get a product to market yet it\u2019s never been harder to sell it.\u201d<\/p>\n\n\n\n This creates a scenario where corporations must put more emphasis on<\/strong> market development earlier in the technology and research and product development phases to figure out what they should be spending their time and money and resources on by actually solving problems for customers and end-users instead of just building cool tech.<\/strong><\/p>\n\n\n\n Such a market-first, product-second mindset is what corporations need to foster within their teams in order to discover commercialization and profitability opportunities within their innovation agendas before spending substantial resources upfront.<\/p>\n\n\n\n \u201cIt\u2019s not about finding a market; it\u2019s about finding the truth,\u201d emphasizes Andrew. While it is advisable for corporations to partner with startups from Silicon Valley to build next-generation products, finding the truth means knowing when an innovation will be profitable and when it may not be. The imperative, therefore, becomes to seek out the truth behind your innovations before undertaking a full-scale roll-out. Sean concludes by saying that to sustain corporate innovation commercialization, the current innovation economy will force product companies to transform into services companies that focus more on listening to the market through data, than on building new products.<\/p>\n\n\n\n This weakness has to do with commercialization of innovation. While most corporations are rushing to incorporate cutting-edge digital technologies into their existing products or create new products altogether, they must be cognizant of the fact that the market will ultimately determine the viability of such innovations. To put it differently, customers will not buy technology, but solutions. This is a strong recommendation Andrew Goldner and Sean Sheppard, co-founders of GrowthX<\/a>, put forward when we spoke with them about commercializing corporate innovation.<\/p>\n\n\n\n \u201cIt starts with the truth,\u201d says Sean. When corporations embark on an innovation agenda, they must start by first determining the truth of the effort they are undertaking. If new product development is underway, the truth could mean determining whether there is product\/market fit, or put differently, whether a market exists for that product, or if a pivot to something different is necessary, or whether to shelve the product altogether. The challenge corporations face is they lack a framework by which to discover this truth. Such a framework is necessary to provide a roadmap that is replicable across all innovations the corporation chooses to undertake.<\/p>\n\n\n\n Undertaking such a framework requires either an internal entrepreneur or an entrepreneur-in-residence, which could be one or a handful of people tasked with rapidly iterating on feedback emanating from the market on a given innovation. This iteration must be done in small non-scalable ways in order to arrive faster at the truth about that innovation. \u201cCan you determine whether or not there is a business model and a way to monetize that innovation? And what does that look like? How big is that opportunity beyond your early customers?\u201d are some of the questions Sean urges corporations to ask about their innovations. The answers to these questions will often point to the truth about the innovation. But in order to embrace this culture of seeking out the truth, organizations must first create and implement functional learning organization.<\/p>\n\n\n\n \u201cYou have to believe that learning leads to revenue and if you do believe that and the organization is behind it, you\u2019re going to find your truth,\u201d counsels Sean. Andrew provides more perspective to this by adding that corporate culture is often a barrier to finding this truth. As entrenched corporate culture and mindsets are difficult to replace, the duo point to a more measured and effective means of achieving incremental change. They call it establishing a functional learning organization. \u201cDo it in very small bits. Try to create functional learning out of small groups and teams,\u201d explains Sean, \u201cto establish measured learning and entrench data-driven decision making.\u201d The importance of starting with measured learning is that it creates momentum that leads to the next step, and then the next.<\/p>\n\n\n\n For this strategy to work, says Sean, \u201cyou actually need to be out interfacing with those customers and those early customers, which you shouldn\u2019t be selling to, you should be recruiting for joint development.\u201d This points to a crucial factor corporations must address throughout their innovation cycles; listening and learning from the market is tied to revenue. As the small units within the organization undergo functional learning and increasingly find the truth about the products they are responsible for, there emerges a direct correlation with the organization\u2019s revenue. Sean sums it up this way, \u201cIf you don\u2019t have that mindset and people don\u2019t buy into the fact that learning leads to revenue, then more often than not (your innovation agenda) is going to fail.\u201d<\/p>\n\n\n\n \u201cWhere we find the biggest gap to be addressed that\u2019s holding most big companies back from the big bets they\u2019re looking to make is the commercialization,\u201d advances Andrew. He goes on to explain that most innovation that goes on in corporations has to do with improving the status quo, not making disruptive big bets. While conversations around innovation may be ongoing within corporations, what is often missing is the how, he says. Sean provides an answer to this dilemma, \u201cWe\u2019ve moved out of this age of developed technology into this age of applied technology where it\u2019s never been easier to get a product to market yet it\u2019s never been harder to sell it.\u201d<\/p>\n\n\n\n This creates a scenario where corporations must put more emphasis on<\/strong> market development earlier in the technology and research and product development phases to figure out what they should be spending their time and money and resources on by actually solving problems for customers and end-users instead of just building cool tech.<\/strong><\/p>\n\n\n\n Such a market-first, product-second mindset is what corporations need to foster within their teams in order to discover commercialization and profitability opportunities within their innovation agendas before spending substantial resources upfront.<\/p>\n\n\n\n \u201cIt\u2019s not about finding a market; it\u2019s about finding the truth,\u201d emphasizes Andrew. While it is advisable for corporations to partner with startups from Silicon Valley to build next-generation products, finding the truth means knowing when an innovation will be profitable and when it may not be. The imperative, therefore, becomes to seek out the truth behind your innovations before undertaking a full-scale roll-out. Sean concludes by saying that to sustain corporate innovation commercialization, the current innovation economy will force product companies to transform into services companies that focus more on listening to the market through data, than on building new products.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n This weakness has to do with commercialization of innovation. While most corporations are rushing to incorporate cutting-edge digital technologies into their existing products or create new products altogether, they must be cognizant of the fact that the market will ultimately determine the viability of such innovations. To put it differently, customers will not buy technology, but solutions. This is a strong recommendation Andrew Goldner and Sean Sheppard, co-founders of GrowthX<\/a>, put forward when we spoke with them about commercializing corporate innovation.<\/p>\n\n\n\n \u201cIt starts with the truth,\u201d says Sean. When corporations embark on an innovation agenda, they must start by first determining the truth of the effort they are undertaking. If new product development is underway, the truth could mean determining whether there is product\/market fit, or put differently, whether a market exists for that product, or if a pivot to something different is necessary, or whether to shelve the product altogether. The challenge corporations face is they lack a framework by which to discover this truth. Such a framework is necessary to provide a roadmap that is replicable across all innovations the corporation chooses to undertake.<\/p>\n\n\n\n Undertaking such a framework requires either an internal entrepreneur or an entrepreneur-in-residence, which could be one or a handful of people tasked with rapidly iterating on feedback emanating from the market on a given innovation. This iteration must be done in small non-scalable ways in order to arrive faster at the truth about that innovation. \u201cCan you determine whether or not there is a business model and a way to monetize that innovation? And what does that look like? How big is that opportunity beyond your early customers?\u201d are some of the questions Sean urges corporations to ask about their innovations. The answers to these questions will often point to the truth about the innovation. But in order to embrace this culture of seeking out the truth, organizations must first create and implement functional learning organization.<\/p>\n\n\n\n \u201cYou have to believe that learning leads to revenue and if you do believe that and the organization is behind it, you\u2019re going to find your truth,\u201d counsels Sean. Andrew provides more perspective to this by adding that corporate culture is often a barrier to finding this truth. As entrenched corporate culture and mindsets are difficult to replace, the duo point to a more measured and effective means of achieving incremental change. They call it establishing a functional learning organization. \u201cDo it in very small bits. Try to create functional learning out of small groups and teams,\u201d explains Sean, \u201cto establish measured learning and entrench data-driven decision making.\u201d The importance of starting with measured learning is that it creates momentum that leads to the next step, and then the next.<\/p>\n\n\n\n For this strategy to work, says Sean, \u201cyou actually need to be out interfacing with those customers and those early customers, which you shouldn\u2019t be selling to, you should be recruiting for joint development.\u201d This points to a crucial factor corporations must address throughout their innovation cycles; listening and learning from the market is tied to revenue. As the small units within the organization undergo functional learning and increasingly find the truth about the products they are responsible for, there emerges a direct correlation with the organization\u2019s revenue. Sean sums it up this way, \u201cIf you don\u2019t have that mindset and people don\u2019t buy into the fact that learning leads to revenue, then more often than not (your innovation agenda) is going to fail.\u201d<\/p>\n\n\n\n \u201cWhere we find the biggest gap to be addressed that\u2019s holding most big companies back from the big bets they\u2019re looking to make is the commercialization,\u201d advances Andrew. He goes on to explain that most innovation that goes on in corporations has to do with improving the status quo, not making disruptive big bets. While conversations around innovation may be ongoing within corporations, what is often missing is the how, he says. Sean provides an answer to this dilemma, \u201cWe\u2019ve moved out of this age of developed technology into this age of applied technology where it\u2019s never been easier to get a product to market yet it\u2019s never been harder to sell it.\u201d<\/p>\n\n\n\n This creates a scenario where corporations must put more emphasis on<\/strong> market development earlier in the technology and research and product development phases to figure out what they should be spending their time and money and resources on by actually solving problems for customers and end-users instead of just building cool tech.<\/strong><\/p>\n\n\n\n Such a market-first, product-second mindset is what corporations need to foster within their teams in order to discover commercialization and profitability opportunities within their innovation agendas before spending substantial resources upfront.<\/p>\n\n\n\n \u201cIt\u2019s not about finding a market; it\u2019s about finding the truth,\u201d emphasizes Andrew. While it is advisable for corporations to partner with startups from Silicon Valley to build next-generation products, finding the truth means knowing when an innovation will be profitable and when it may not be. The imperative, therefore, becomes to seek out the truth behind your innovations before undertaking a full-scale roll-out. Sean concludes by saying that to sustain corporate innovation commercialization, the current innovation economy will force product companies to transform into services companies that focus more on listening to the market through data, than on building new products.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n In-depth, up-front experience of Silicon Valley innovation through SVIC has primed VinTech to hit the ground running with their creation of a leading international tech industry in Vietnam. As Vingroup\u2019s Deputy General Director Nguy?n Vi?t Quang noted at the signing ceremony for VinTech: \u201cThis is our destiny.\u201d One facet of Silicon Valley culture where no extra guidance is needed: ambition.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n VinTech came to SVIC looking to understand what makes the Silicon Valley ecosystem thrive. They wanted to understand the cultures and values that have produced so many successful companies, and \u2013 more importantly \u2013 the tools, techniques, methodologies, and people that allow these companies to continue to grow and shape the world economy. VinTech executives learned how to create and foster a culture of innovation, collaboration, and employee empowerment even as companies scale. They went back to Vietnam with valuable networking experience and new international colleagues, first-hand impressions of successful company cultures, and a potential partnership in RocketSpace.<\/p>\n\n\n\n In-depth, up-front experience of Silicon Valley innovation through SVIC has primed VinTech to hit the ground running with their creation of a leading international tech industry in Vietnam. As Vingroup\u2019s Deputy General Director Nguy?n Vi?t Quang noted at the signing ceremony for VinTech: \u201cThis is our destiny.\u201d One facet of Silicon Valley culture where no extra guidance is needed: ambition.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n VinTech came to SVIC looking to understand what makes the Silicon Valley ecosystem thrive. They wanted to understand the cultures and values that have produced so many successful companies, and \u2013 more importantly \u2013 the tools, techniques, methodologies, and people that allow these companies to continue to grow and shape the world economy. VinTech executives learned how to create and foster a culture of innovation, collaboration, and employee empowerment even as companies scale. They went back to Vietnam with valuable networking experience and new international colleagues, first-hand impressions of successful company cultures, and a potential partnership in RocketSpace.<\/p>\n\n\n\n In-depth, up-front experience of Silicon Valley innovation through SVIC has primed VinTech to hit the ground running with their creation of a leading international tech industry in Vietnam. As Vingroup\u2019s Deputy General Director Nguy?n Vi?t Quang noted at the signing ceremony for VinTech: \u201cThis is our destiny.\u201d One facet of Silicon Valley culture where no extra guidance is needed: ambition.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n At RocketSpace, one such international start-up accelerator that provides velocity (\u201cboth speed and direction\u201d) to companies of all shapes and sizes, VinTech learned that a foundation of open collaboration is a fast track to the future. The founder of RocketSpace shared how his company brings entrepreneurs, startups, and corporate professionals together to capitalize on multiple threads of innovation at once. VinTech took away valuable lessons in fostering collaboration within their industry \u2013 and a potential partnership of their own with RocketSpace, with which they secured another meeting.<\/p>\n\n\n\n VinTech came to SVIC looking to understand what makes the Silicon Valley ecosystem thrive. They wanted to understand the cultures and values that have produced so many successful companies, and \u2013 more importantly \u2013 the tools, techniques, methodologies, and people that allow these companies to continue to grow and shape the world economy. VinTech executives learned how to create and foster a culture of innovation, collaboration, and employee empowerment even as companies scale. They went back to Vietnam with valuable networking experience and new international colleagues, first-hand impressions of successful company cultures, and a potential partnership in RocketSpace.<\/p>\n\n\n\n In-depth, up-front experience of Silicon Valley innovation through SVIC has primed VinTech to hit the ground running with their creation of a leading international tech industry in Vietnam. As Vingroup\u2019s Deputy General Director Nguy?n Vi?t Quang noted at the signing ceremony for VinTech: \u201cThis is our destiny.\u201d One facet of Silicon Valley culture where no extra guidance is needed: ambition.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n If innovation in one company is worth the price, innovation across many companies is worth a fortune. VinTech had the opportunity to visit startup accelerators, venture funds, and corporate innovation consultancies committed to bringing the benefits of Silicon Valley worldwide. The executives learned about the latest ideas being used to leverage emerging global networks of multi-industry partnerships. Developing local accelerators and partnering with international companies is an untapped opportunity in Asia and a central part of VinTech\u2019s plans to jumpstart the Vietnamese tech industry.<\/p>\n\n\n\n At RocketSpace, one such international start-up accelerator that provides velocity (\u201cboth speed and direction\u201d) to companies of all shapes and sizes, VinTech learned that a foundation of open collaboration is a fast track to the future. The founder of RocketSpace shared how his company brings entrepreneurs, startups, and corporate professionals together to capitalize on multiple threads of innovation at once. VinTech took away valuable lessons in fostering collaboration within their industry \u2013 and a potential partnership of their own with RocketSpace, with which they secured another meeting.<\/p>\n\n\n\n VinTech came to SVIC looking to understand what makes the Silicon Valley ecosystem thrive. They wanted to understand the cultures and values that have produced so many successful companies, and \u2013 more importantly \u2013 the tools, techniques, methodologies, and people that allow these companies to continue to grow and shape the world economy. VinTech executives learned how to create and foster a culture of innovation, collaboration, and employee empowerment even as companies scale. They went back to Vietnam with valuable networking experience and new international colleagues, first-hand impressions of successful company cultures, and a potential partnership in RocketSpace.<\/p>\n\n\n\n In-depth, up-front experience of Silicon Valley innovation through SVIC has primed VinTech to hit the ground running with their creation of a leading international tech industry in Vietnam. As Vingroup\u2019s Deputy General Director Nguy?n Vi?t Quang noted at the signing ceremony for VinTech: \u201cThis is our destiny.\u201d One facet of Silicon Valley culture where no extra guidance is needed: ambition.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n If innovation in one company is worth the price, innovation across many companies is worth a fortune. VinTech had the opportunity to visit startup accelerators, venture funds, and corporate innovation consultancies committed to bringing the benefits of Silicon Valley worldwide. The executives learned about the latest ideas being used to leverage emerging global networks of multi-industry partnerships. Developing local accelerators and partnering with international companies is an untapped opportunity in Asia and a central part of VinTech\u2019s plans to jumpstart the Vietnamese tech industry.<\/p>\n\n\n\n At RocketSpace, one such international start-up accelerator that provides velocity (\u201cboth speed and direction\u201d) to companies of all shapes and sizes, VinTech learned that a foundation of open collaboration is a fast track to the future. The founder of RocketSpace shared how his company brings entrepreneurs, startups, and corporate professionals together to capitalize on multiple threads of innovation at once. VinTech took away valuable lessons in fostering collaboration within their industry \u2013 and a potential partnership of their own with RocketSpace, with which they secured another meeting.<\/p>\n\n\n\n VinTech came to SVIC looking to understand what makes the Silicon Valley ecosystem thrive. They wanted to understand the cultures and values that have produced so many successful companies, and \u2013 more importantly \u2013 the tools, techniques, methodologies, and people that allow these companies to continue to grow and shape the world economy. VinTech executives learned how to create and foster a culture of innovation, collaboration, and employee empowerment even as companies scale. They went back to Vietnam with valuable networking experience and new international colleagues, first-hand impressions of successful company cultures, and a potential partnership in RocketSpace.<\/p>\n\n\n\n In-depth, up-front experience of Silicon Valley innovation through SVIC has primed VinTech to hit the ground running with their creation of a leading international tech industry in Vietnam. As Vingroup\u2019s Deputy General Director Nguy?n Vi?t Quang noted at the signing ceremony for VinTech: \u201cThis is our destiny.\u201d One facet of Silicon Valley culture where no extra guidance is needed: ambition.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n Later in the program, VinTech heard from the Principal Engineer of Cisco\u2019s Strategic Innovation Group on their digital transformation journey<\/a>. Cisco \u2013 ancient by tech industry standards, founded in 1984 \u2013 has had to pivot from one networking technology to another to stay relevant in a constantly shifting landscape. In the Internet of Everything era, they run Innovation Centers designed to help them stay ahead of the game. The VinTech executives learned about Cisco\u2019s process for generating ideas and asked about the financial, temporal, and labor costs of constant iteration. As the success of Cisco and Silicon Valley implies, the price is worth it. In learning how to anticipate and calculate them, VinTech can now build the cost of innovation directly into their models for a new industry.<\/p>\n\n\n\n If innovation in one company is worth the price, innovation across many companies is worth a fortune. VinTech had the opportunity to visit startup accelerators, venture funds, and corporate innovation consultancies committed to bringing the benefits of Silicon Valley worldwide. The executives learned about the latest ideas being used to leverage emerging global networks of multi-industry partnerships. Developing local accelerators and partnering with international companies is an untapped opportunity in Asia and a central part of VinTech\u2019s plans to jumpstart the Vietnamese tech industry.<\/p>\n\n\n\n At RocketSpace, one such international start-up accelerator that provides velocity (\u201cboth speed and direction\u201d) to companies of all shapes and sizes, VinTech learned that a foundation of open collaboration is a fast track to the future. The founder of RocketSpace shared how his company brings entrepreneurs, startups, and corporate professionals together to capitalize on multiple threads of innovation at once. VinTech took away valuable lessons in fostering collaboration within their industry \u2013 and a potential partnership of their own with RocketSpace, with which they secured another meeting.<\/p>\n\n\n\n VinTech came to SVIC looking to understand what makes the Silicon Valley ecosystem thrive. They wanted to understand the cultures and values that have produced so many successful companies, and \u2013 more importantly \u2013 the tools, techniques, methodologies, and people that allow these companies to continue to grow and shape the world economy. VinTech executives learned how to create and foster a culture of innovation, collaboration, and employee empowerment even as companies scale. They went back to Vietnam with valuable networking experience and new international colleagues, first-hand impressions of successful company cultures, and a potential partnership in RocketSpace.<\/p>\n\n\n\n In-depth, up-front experience of Silicon Valley innovation through SVIC has primed VinTech to hit the ground running with their creation of a leading international tech industry in Vietnam. As Vingroup\u2019s Deputy General Director Nguy?n Vi?t Quang noted at the signing ceremony for VinTech: \u201cThis is our destiny.\u201d One facet of Silicon Valley culture where no extra guidance is needed: ambition.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n Later in the program, VinTech heard from the Principal Engineer of Cisco\u2019s Strategic Innovation Group on their digital transformation journey<\/a>. Cisco \u2013 ancient by tech industry standards, founded in 1984 \u2013 has had to pivot from one networking technology to another to stay relevant in a constantly shifting landscape. In the Internet of Everything era, they run Innovation Centers designed to help them stay ahead of the game. The VinTech executives learned about Cisco\u2019s process for generating ideas and asked about the financial, temporal, and labor costs of constant iteration. As the success of Cisco and Silicon Valley implies, the price is worth it. In learning how to anticipate and calculate them, VinTech can now build the cost of innovation directly into their models for a new industry.<\/p>\n\n\n\n If innovation in one company is worth the price, innovation across many companies is worth a fortune. VinTech had the opportunity to visit startup accelerators, venture funds, and corporate innovation consultancies committed to bringing the benefits of Silicon Valley worldwide. The executives learned about the latest ideas being used to leverage emerging global networks of multi-industry partnerships. Developing local accelerators and partnering with international companies is an untapped opportunity in Asia and a central part of VinTech\u2019s plans to jumpstart the Vietnamese tech industry.<\/p>\n\n\n\n At RocketSpace, one such international start-up accelerator that provides velocity (\u201cboth speed and direction\u201d) to companies of all shapes and sizes, VinTech learned that a foundation of open collaboration is a fast track to the future. The founder of RocketSpace shared how his company brings entrepreneurs, startups, and corporate professionals together to capitalize on multiple threads of innovation at once. VinTech took away valuable lessons in fostering collaboration within their industry \u2013 and a potential partnership of their own with RocketSpace, with which they secured another meeting.<\/p>\n\n\n\n VinTech came to SVIC looking to understand what makes the Silicon Valley ecosystem thrive. They wanted to understand the cultures and values that have produced so many successful companies, and \u2013 more importantly \u2013 the tools, techniques, methodologies, and people that allow these companies to continue to grow and shape the world economy. VinTech executives learned how to create and foster a culture of innovation, collaboration, and employee empowerment even as companies scale. They went back to Vietnam with valuable networking experience and new international colleagues, first-hand impressions of successful company cultures, and a potential partnership in RocketSpace.<\/p>\n\n\n\n In-depth, up-front experience of Silicon Valley innovation through SVIC has primed VinTech to hit the ground running with their creation of a leading international tech industry in Vietnam. As Vingroup\u2019s Deputy General Director Nguy?n Vi?t Quang noted at the signing ceremony for VinTech: \u201cThis is our destiny.\u201d One facet of Silicon Valley culture where no extra guidance is needed: ambition.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n The Engineering Director at Google shared one secret to sustaining innovation: empowering employees. Because VinTech plans to help develop 100,000 engineers over the next decade, this part of the program was of particular help. The executives wanted to know what to look for in new hires to maintain a lean company culture, as well as how to differentiate between employee incompetence and mistakes made in the pursuit of progress. Understanding the difference between structural weaknesses and teachable failures is a crucial tenet of the agile philosophy that allows Google to fail fast and follow success.<\/p>\n\n\n\n Later in the program, VinTech heard from the Principal Engineer of Cisco\u2019s Strategic Innovation Group on their digital transformation journey<\/a>. Cisco \u2013 ancient by tech industry standards, founded in 1984 \u2013 has had to pivot from one networking technology to another to stay relevant in a constantly shifting landscape. In the Internet of Everything era, they run Innovation Centers designed to help them stay ahead of the game. The VinTech executives learned about Cisco\u2019s process for generating ideas and asked about the financial, temporal, and labor costs of constant iteration. As the success of Cisco and Silicon Valley implies, the price is worth it. In learning how to anticipate and calculate them, VinTech can now build the cost of innovation directly into their models for a new industry.<\/p>\n\n\n\n If innovation in one company is worth the price, innovation across many companies is worth a fortune. VinTech had the opportunity to visit startup accelerators, venture funds, and corporate innovation consultancies committed to bringing the benefits of Silicon Valley worldwide. The executives learned about the latest ideas being used to leverage emerging global networks of multi-industry partnerships. Developing local accelerators and partnering with international companies is an untapped opportunity in Asia and a central part of VinTech\u2019s plans to jumpstart the Vietnamese tech industry.<\/p>\n\n\n\n At RocketSpace, one such international start-up accelerator that provides velocity (\u201cboth speed and direction\u201d) to companies of all shapes and sizes, VinTech learned that a foundation of open collaboration is a fast track to the future. The founder of RocketSpace shared how his company brings entrepreneurs, startups, and corporate professionals together to capitalize on multiple threads of innovation at once. VinTech took away valuable lessons in fostering collaboration within their industry \u2013 and a potential partnership of their own with RocketSpace, with which they secured another meeting.<\/p>\n\n\n\n VinTech came to SVIC looking to understand what makes the Silicon Valley ecosystem thrive. They wanted to understand the cultures and values that have produced so many successful companies, and \u2013 more importantly \u2013 the tools, techniques, methodologies, and people that allow these companies to continue to grow and shape the world economy. VinTech executives learned how to create and foster a culture of innovation, collaboration, and employee empowerment even as companies scale. They went back to Vietnam with valuable networking experience and new international colleagues, first-hand impressions of successful company cultures, and a potential partnership in RocketSpace.<\/p>\n\n\n\n In-depth, up-front experience of Silicon Valley innovation through SVIC has primed VinTech to hit the ground running with their creation of a leading international tech industry in Vietnam. As Vingroup\u2019s Deputy General Director Nguy?n Vi?t Quang noted at the signing ceremony for VinTech: \u201cThis is our destiny.\u201d One facet of Silicon Valley culture where no extra guidance is needed: ambition.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n Learning how to start innovating is one thing; learning how to stay <\/i>innovative is quite another. To understand how some of the world\u2019s biggest tech companies continue to transform in the face of corporate inertia, VinTech visited the campuses of giants like Google, Apple, and Facebook.<\/p>\n\n\n\n The Engineering Director at Google shared one secret to sustaining innovation: empowering employees. Because VinTech plans to help develop 100,000 engineers over the next decade, this part of the program was of particular help. The executives wanted to know what to look for in new hires to maintain a lean company culture, as well as how to differentiate between employee incompetence and mistakes made in the pursuit of progress. Understanding the difference between structural weaknesses and teachable failures is a crucial tenet of the agile philosophy that allows Google to fail fast and follow success.<\/p>\n\n\n\n Later in the program, VinTech heard from the Principal Engineer of Cisco\u2019s Strategic Innovation Group on their digital transformation journey<\/a>. Cisco \u2013 ancient by tech industry standards, founded in 1984 \u2013 has had to pivot from one networking technology to another to stay relevant in a constantly shifting landscape. In the Internet of Everything era, they run Innovation Centers designed to help them stay ahead of the game. The VinTech executives learned about Cisco\u2019s process for generating ideas and asked about the financial, temporal, and labor costs of constant iteration. As the success of Cisco and Silicon Valley implies, the price is worth it. In learning how to anticipate and calculate them, VinTech can now build the cost of innovation directly into their models for a new industry.<\/p>\n\n\n\n If innovation in one company is worth the price, innovation across many companies is worth a fortune. VinTech had the opportunity to visit startup accelerators, venture funds, and corporate innovation consultancies committed to bringing the benefits of Silicon Valley worldwide. The executives learned about the latest ideas being used to leverage emerging global networks of multi-industry partnerships. Developing local accelerators and partnering with international companies is an untapped opportunity in Asia and a central part of VinTech\u2019s plans to jumpstart the Vietnamese tech industry.<\/p>\n\n\n\n At RocketSpace, one such international start-up accelerator that provides velocity (\u201cboth speed and direction\u201d) to companies of all shapes and sizes, VinTech learned that a foundation of open collaboration is a fast track to the future. The founder of RocketSpace shared how his company brings entrepreneurs, startups, and corporate professionals together to capitalize on multiple threads of innovation at once. VinTech took away valuable lessons in fostering collaboration within their industry \u2013 and a potential partnership of their own with RocketSpace, with which they secured another meeting.<\/p>\n\n\n\n VinTech came to SVIC looking to understand what makes the Silicon Valley ecosystem thrive. They wanted to understand the cultures and values that have produced so many successful companies, and \u2013 more importantly \u2013 the tools, techniques, methodologies, and people that allow these companies to continue to grow and shape the world economy. VinTech executives learned how to create and foster a culture of innovation, collaboration, and employee empowerment even as companies scale. They went back to Vietnam with valuable networking experience and new international colleagues, first-hand impressions of successful company cultures, and a potential partnership in RocketSpace.<\/p>\n\n\n\n In-depth, up-front experience of Silicon Valley innovation through SVIC has primed VinTech to hit the ground running with their creation of a leading international tech industry in Vietnam. As Vingroup\u2019s Deputy General Director Nguy?n Vi?t Quang noted at the signing ceremony for VinTech: \u201cThis is our destiny.\u201d One facet of Silicon Valley culture where no extra guidance is needed: ambition.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n Learning how to start innovating is one thing; learning how to stay <\/i>innovative is quite another. To understand how some of the world\u2019s biggest tech companies continue to transform in the face of corporate inertia, VinTech visited the campuses of giants like Google, Apple, and Facebook.<\/p>\n\n\n\n The Engineering Director at Google shared one secret to sustaining innovation: empowering employees. Because VinTech plans to help develop 100,000 engineers over the next decade, this part of the program was of particular help. The executives wanted to know what to look for in new hires to maintain a lean company culture, as well as how to differentiate between employee incompetence and mistakes made in the pursuit of progress. Understanding the difference between structural weaknesses and teachable failures is a crucial tenet of the agile philosophy that allows Google to fail fast and follow success.<\/p>\n\n\n\n Later in the program, VinTech heard from the Principal Engineer of Cisco\u2019s Strategic Innovation Group on their digital transformation journey<\/a>. Cisco \u2013 ancient by tech industry standards, founded in 1984 \u2013 has had to pivot from one networking technology to another to stay relevant in a constantly shifting landscape. In the Internet of Everything era, they run Innovation Centers designed to help them stay ahead of the game. The VinTech executives learned about Cisco\u2019s process for generating ideas and asked about the financial, temporal, and labor costs of constant iteration. As the success of Cisco and Silicon Valley implies, the price is worth it. In learning how to anticipate and calculate them, VinTech can now build the cost of innovation directly into their models for a new industry.<\/p>\n\n\n\n If innovation in one company is worth the price, innovation across many companies is worth a fortune. VinTech had the opportunity to visit startup accelerators, venture funds, and corporate innovation consultancies committed to bringing the benefits of Silicon Valley worldwide. The executives learned about the latest ideas being used to leverage emerging global networks of multi-industry partnerships. Developing local accelerators and partnering with international companies is an untapped opportunity in Asia and a central part of VinTech\u2019s plans to jumpstart the Vietnamese tech industry.<\/p>\n\n\n\n At RocketSpace, one such international start-up accelerator that provides velocity (\u201cboth speed and direction\u201d) to companies of all shapes and sizes, VinTech learned that a foundation of open collaboration is a fast track to the future. The founder of RocketSpace shared how his company brings entrepreneurs, startups, and corporate professionals together to capitalize on multiple threads of innovation at once. VinTech took away valuable lessons in fostering collaboration within their industry \u2013 and a potential partnership of their own with RocketSpace, with which they secured another meeting.<\/p>\n\n\n\n VinTech came to SVIC looking to understand what makes the Silicon Valley ecosystem thrive. They wanted to understand the cultures and values that have produced so many successful companies, and \u2013 more importantly \u2013 the tools, techniques, methodologies, and people that allow these companies to continue to grow and shape the world economy. VinTech executives learned how to create and foster a culture of innovation, collaboration, and employee empowerment even as companies scale. They went back to Vietnam with valuable networking experience and new international colleagues, first-hand impressions of successful company cultures, and a potential partnership in RocketSpace.<\/p>\n\n\n\n In-depth, up-front experience of Silicon Valley innovation through SVIC has primed VinTech to hit the ground running with their creation of a leading international tech industry in Vietnam. As Vingroup\u2019s Deputy General Director Nguy?n Vi?t Quang noted at the signing ceremony for VinTech: \u201cThis is our destiny.\u201d One facet of Silicon Valley culture where no extra guidance is needed: ambition.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n Learning how to start innovating is one thing; learning how to stay <\/i>innovative is quite another. To understand how some of the world\u2019s biggest tech companies continue to transform in the face of corporate inertia, VinTech visited the campuses of giants like Google, Apple, and Facebook.<\/p>\n\n\n\n The Engineering Director at Google shared one secret to sustaining innovation: empowering employees. Because VinTech plans to help develop 100,000 engineers over the next decade, this part of the program was of particular help. The executives wanted to know what to look for in new hires to maintain a lean company culture, as well as how to differentiate between employee incompetence and mistakes made in the pursuit of progress. Understanding the difference between structural weaknesses and teachable failures is a crucial tenet of the agile philosophy that allows Google to fail fast and follow success.<\/p>\n\n\n\n Later in the program, VinTech heard from the Principal Engineer of Cisco\u2019s Strategic Innovation Group on their digital transformation journey<\/a>. Cisco \u2013 ancient by tech industry standards, founded in 1984 \u2013 has had to pivot from one networking technology to another to stay relevant in a constantly shifting landscape. In the Internet of Everything era, they run Innovation Centers designed to help them stay ahead of the game. The VinTech executives learned about Cisco\u2019s process for generating ideas and asked about the financial, temporal, and labor costs of constant iteration. As the success of Cisco and Silicon Valley implies, the price is worth it. In learning how to anticipate and calculate them, VinTech can now build the cost of innovation directly into their models for a new industry.<\/p>\n\n\n\n If innovation in one company is worth the price, innovation across many companies is worth a fortune. VinTech had the opportunity to visit startup accelerators, venture funds, and corporate innovation consultancies committed to bringing the benefits of Silicon Valley worldwide. The executives learned about the latest ideas being used to leverage emerging global networks of multi-industry partnerships. Developing local accelerators and partnering with international companies is an untapped opportunity in Asia and a central part of VinTech\u2019s plans to jumpstart the Vietnamese tech industry.<\/p>\n\n\n\n At RocketSpace, one such international start-up accelerator that provides velocity (\u201cboth speed and direction\u201d) to companies of all shapes and sizes, VinTech learned that a foundation of open collaboration is a fast track to the future. The founder of RocketSpace shared how his company brings entrepreneurs, startups, and corporate professionals together to capitalize on multiple threads of innovation at once. VinTech took away valuable lessons in fostering collaboration within their industry \u2013 and a potential partnership of their own with RocketSpace, with which they secured another meeting.<\/p>\n\n\n\n VinTech came to SVIC looking to understand what makes the Silicon Valley ecosystem thrive. They wanted to understand the cultures and values that have produced so many successful companies, and \u2013 more importantly \u2013 the tools, techniques, methodologies, and people that allow these companies to continue to grow and shape the world economy. VinTech executives learned how to create and foster a culture of innovation, collaboration, and employee empowerment even as companies scale. They went back to Vietnam with valuable networking experience and new international colleagues, first-hand impressions of successful company cultures, and a potential partnership in RocketSpace.<\/p>\n\n\n\n In-depth, up-front experience of Silicon Valley innovation through SVIC has primed VinTech to hit the ground running with their creation of a leading international tech industry in Vietnam. As Vingroup\u2019s Deputy General Director Nguy?n Vi?t Quang noted at the signing ceremony for VinTech: \u201cThis is our destiny.\u201d One facet of Silicon Valley culture where no extra guidance is needed: ambition.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n The co-founder of BIG explained this replicability in his Design Thinking Workshop by stressing that innovation is a \u201cscalable, repeatable process\u201d based on four components: discovery, insights, ideation, and experimentation. Armed with these principles and a clear guideline for implementation, VinTech was able to sharpen their vision for a Vietnamese tech industry capable of rapid, sustained growth.<\/p>\n\n\n\n Learning how to start innovating is one thing; learning how to stay <\/i>innovative is quite another. To understand how some of the world\u2019s biggest tech companies continue to transform in the face of corporate inertia, VinTech visited the campuses of giants like Google, Apple, and Facebook.<\/p>\n\n\n\n The Engineering Director at Google shared one secret to sustaining innovation: empowering employees. Because VinTech plans to help develop 100,000 engineers over the next decade, this part of the program was of particular help. The executives wanted to know what to look for in new hires to maintain a lean company culture, as well as how to differentiate between employee incompetence and mistakes made in the pursuit of progress. Understanding the difference between structural weaknesses and teachable failures is a crucial tenet of the agile philosophy that allows Google to fail fast and follow success.<\/p>\n\n\n\n Later in the program, VinTech heard from the Principal Engineer of Cisco\u2019s Strategic Innovation Group on their digital transformation journey<\/a>. Cisco \u2013 ancient by tech industry standards, founded in 1984 \u2013 has had to pivot from one networking technology to another to stay relevant in a constantly shifting landscape. In the Internet of Everything era, they run Innovation Centers designed to help them stay ahead of the game. The VinTech executives learned about Cisco\u2019s process for generating ideas and asked about the financial, temporal, and labor costs of constant iteration. As the success of Cisco and Silicon Valley implies, the price is worth it. In learning how to anticipate and calculate them, VinTech can now build the cost of innovation directly into their models for a new industry.<\/p>\n\n\n\n If innovation in one company is worth the price, innovation across many companies is worth a fortune. VinTech had the opportunity to visit startup accelerators, venture funds, and corporate innovation consultancies committed to bringing the benefits of Silicon Valley worldwide. The executives learned about the latest ideas being used to leverage emerging global networks of multi-industry partnerships. Developing local accelerators and partnering with international companies is an untapped opportunity in Asia and a central part of VinTech\u2019s plans to jumpstart the Vietnamese tech industry.<\/p>\n\n\n\n At RocketSpace, one such international start-up accelerator that provides velocity (\u201cboth speed and direction\u201d) to companies of all shapes and sizes, VinTech learned that a foundation of open collaboration is a fast track to the future. The founder of RocketSpace shared how his company brings entrepreneurs, startups, and corporate professionals together to capitalize on multiple threads of innovation at once. VinTech took away valuable lessons in fostering collaboration within their industry \u2013 and a potential partnership of their own with RocketSpace, with which they secured another meeting.<\/p>\n\n\n\n VinTech came to SVIC looking to understand what makes the Silicon Valley ecosystem thrive. They wanted to understand the cultures and values that have produced so many successful companies, and \u2013 more importantly \u2013 the tools, techniques, methodologies, and people that allow these companies to continue to grow and shape the world economy. VinTech executives learned how to create and foster a culture of innovation, collaboration, and employee empowerment even as companies scale. They went back to Vietnam with valuable networking experience and new international colleagues, first-hand impressions of successful company cultures, and a potential partnership in RocketSpace.<\/p>\n\n\n\n In-depth, up-front experience of Silicon Valley innovation through SVIC has primed VinTech to hit the ground running with their creation of a leading international tech industry in Vietnam. As Vingroup\u2019s Deputy General Director Nguy?n Vi?t Quang noted at the signing ceremony for VinTech: \u201cThis is our destiny.\u201d One facet of Silicon Valley culture where no extra guidance is needed: ambition.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n VinTech\u2019s program began with an introduction to the history of Silicon Valley at the Stanford University campus. Stanford is one of the most successful schools worldwide in producing company founders, funding student ventures, and facilitating technology transfer \u2013 second only to UC Berkeley, whose groundbreaking Innovation Group (BIG) VinTech heard from too. By exploring these breeding grounds for technological progress, the VinTech executives got a personal taste of the culture that produced Silicon Valley \u2013 and first-hand knowledge of how to go about replicating it.<\/p>\n\n\n\n The co-founder of BIG explained this replicability in his Design Thinking Workshop by stressing that innovation is a \u201cscalable, repeatable process\u201d based on four components: discovery, insights, ideation, and experimentation. Armed with these principles and a clear guideline for implementation, VinTech was able to sharpen their vision for a Vietnamese tech industry capable of rapid, sustained growth.<\/p>\n\n\n\n Learning how to start innovating is one thing; learning how to stay <\/i>innovative is quite another. To understand how some of the world\u2019s biggest tech companies continue to transform in the face of corporate inertia, VinTech visited the campuses of giants like Google, Apple, and Facebook.<\/p>\n\n\n\n The Engineering Director at Google shared one secret to sustaining innovation: empowering employees. Because VinTech plans to help develop 100,000 engineers over the next decade, this part of the program was of particular help. The executives wanted to know what to look for in new hires to maintain a lean company culture, as well as how to differentiate between employee incompetence and mistakes made in the pursuit of progress. Understanding the difference between structural weaknesses and teachable failures is a crucial tenet of the agile philosophy that allows Google to fail fast and follow success.<\/p>\n\n\n\n Later in the program, VinTech heard from the Principal Engineer of Cisco\u2019s Strategic Innovation Group on their digital transformation journey<\/a>. Cisco \u2013 ancient by tech industry standards, founded in 1984 \u2013 has had to pivot from one networking technology to another to stay relevant in a constantly shifting landscape. In the Internet of Everything era, they run Innovation Centers designed to help them stay ahead of the game. The VinTech executives learned about Cisco\u2019s process for generating ideas and asked about the financial, temporal, and labor costs of constant iteration. As the success of Cisco and Silicon Valley implies, the price is worth it. In learning how to anticipate and calculate them, VinTech can now build the cost of innovation directly into their models for a new industry.<\/p>\n\n\n\n If innovation in one company is worth the price, innovation across many companies is worth a fortune. VinTech had the opportunity to visit startup accelerators, venture funds, and corporate innovation consultancies committed to bringing the benefits of Silicon Valley worldwide. The executives learned about the latest ideas being used to leverage emerging global networks of multi-industry partnerships. Developing local accelerators and partnering with international companies is an untapped opportunity in Asia and a central part of VinTech\u2019s plans to jumpstart the Vietnamese tech industry.<\/p>\n\n\n\n At RocketSpace, one such international start-up accelerator that provides velocity (\u201cboth speed and direction\u201d) to companies of all shapes and sizes, VinTech learned that a foundation of open collaboration is a fast track to the future. The founder of RocketSpace shared how his company brings entrepreneurs, startups, and corporate professionals together to capitalize on multiple threads of innovation at once. VinTech took away valuable lessons in fostering collaboration within their industry \u2013 and a potential partnership of their own with RocketSpace, with which they secured another meeting.<\/p>\n\n\n\n VinTech came to SVIC looking to understand what makes the Silicon Valley ecosystem thrive. They wanted to understand the cultures and values that have produced so many successful companies, and \u2013 more importantly \u2013 the tools, techniques, methodologies, and people that allow these companies to continue to grow and shape the world economy. VinTech executives learned how to create and foster a culture of innovation, collaboration, and employee empowerment even as companies scale. They went back to Vietnam with valuable networking experience and new international colleagues, first-hand impressions of successful company cultures, and a potential partnership in RocketSpace.<\/p>\n\n\n\n In-depth, up-front experience of Silicon Valley innovation through SVIC has primed VinTech to hit the ground running with their creation of a leading international tech industry in Vietnam. As Vingroup\u2019s Deputy General Director Nguy?n Vi?t Quang noted at the signing ceremony for VinTech: \u201cThis is our destiny.\u201d One facet of Silicon Valley culture where no extra guidance is needed: ambition.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n VinTech\u2019s program began with an introduction to the history of Silicon Valley at the Stanford University campus. Stanford is one of the most successful schools worldwide in producing company founders, funding student ventures, and facilitating technology transfer \u2013 second only to UC Berkeley, whose groundbreaking Innovation Group (BIG) VinTech heard from too. By exploring these breeding grounds for technological progress, the VinTech executives got a personal taste of the culture that produced Silicon Valley \u2013 and first-hand knowledge of how to go about replicating it.<\/p>\n\n\n\n The co-founder of BIG explained this replicability in his Design Thinking Workshop by stressing that innovation is a \u201cscalable, repeatable process\u201d based on four components: discovery, insights, ideation, and experimentation. Armed with these principles and a clear guideline for implementation, VinTech was able to sharpen their vision for a Vietnamese tech industry capable of rapid, sustained growth.<\/p>\n\n\n\n Learning how to start innovating is one thing; learning how to stay <\/i>innovative is quite another. To understand how some of the world\u2019s biggest tech companies continue to transform in the face of corporate inertia, VinTech visited the campuses of giants like Google, Apple, and Facebook.<\/p>\n\n\n\n The Engineering Director at Google shared one secret to sustaining innovation: empowering employees. Because VinTech plans to help develop 100,000 engineers over the next decade, this part of the program was of particular help. The executives wanted to know what to look for in new hires to maintain a lean company culture, as well as how to differentiate between employee incompetence and mistakes made in the pursuit of progress. Understanding the difference between structural weaknesses and teachable failures is a crucial tenet of the agile philosophy that allows Google to fail fast and follow success.<\/p>\n\n\n\n Later in the program, VinTech heard from the Principal Engineer of Cisco\u2019s Strategic Innovation Group on their digital transformation journey<\/a>. Cisco \u2013 ancient by tech industry standards, founded in 1984 \u2013 has had to pivot from one networking technology to another to stay relevant in a constantly shifting landscape. In the Internet of Everything era, they run Innovation Centers designed to help them stay ahead of the game. The VinTech executives learned about Cisco\u2019s process for generating ideas and asked about the financial, temporal, and labor costs of constant iteration. As the success of Cisco and Silicon Valley implies, the price is worth it. In learning how to anticipate and calculate them, VinTech can now build the cost of innovation directly into their models for a new industry.<\/p>\n\n\n\n If innovation in one company is worth the price, innovation across many companies is worth a fortune. VinTech had the opportunity to visit startup accelerators, venture funds, and corporate innovation consultancies committed to bringing the benefits of Silicon Valley worldwide. The executives learned about the latest ideas being used to leverage emerging global networks of multi-industry partnerships. Developing local accelerators and partnering with international companies is an untapped opportunity in Asia and a central part of VinTech\u2019s plans to jumpstart the Vietnamese tech industry.<\/p>\n\n\n\n At RocketSpace, one such international start-up accelerator that provides velocity (\u201cboth speed and direction\u201d) to companies of all shapes and sizes, VinTech learned that a foundation of open collaboration is a fast track to the future. The founder of RocketSpace shared how his company brings entrepreneurs, startups, and corporate professionals together to capitalize on multiple threads of innovation at once. VinTech took away valuable lessons in fostering collaboration within their industry \u2013 and a potential partnership of their own with RocketSpace, with which they secured another meeting.<\/p>\n\n\n\n VinTech came to SVIC looking to understand what makes the Silicon Valley ecosystem thrive. They wanted to understand the cultures and values that have produced so many successful companies, and \u2013 more importantly \u2013 the tools, techniques, methodologies, and people that allow these companies to continue to grow and shape the world economy. VinTech executives learned how to create and foster a culture of innovation, collaboration, and employee empowerment even as companies scale. They went back to Vietnam with valuable networking experience and new international colleagues, first-hand impressions of successful company cultures, and a potential partnership in RocketSpace.<\/p>\n\n\n\n In-depth, up-front experience of Silicon Valley innovation through SVIC has primed VinTech to hit the ground running with their creation of a leading international tech industry in Vietnam. As Vingroup\u2019s Deputy General Director Nguy?n Vi?t Quang noted at the signing ceremony for VinTech: \u201cThis is our destiny.\u201d One facet of Silicon Valley culture where no extra guidance is needed: ambition.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n VinTech\u2019s program began with an introduction to the history of Silicon Valley at the Stanford University campus. Stanford is one of the most successful schools worldwide in producing company founders, funding student ventures, and facilitating technology transfer \u2013 second only to UC Berkeley, whose groundbreaking Innovation Group (BIG) VinTech heard from too. By exploring these breeding grounds for technological progress, the VinTech executives got a personal taste of the culture that produced Silicon Valley \u2013 and first-hand knowledge of how to go about replicating it.<\/p>\n\n\n\n The co-founder of BIG explained this replicability in his Design Thinking Workshop by stressing that innovation is a \u201cscalable, repeatable process\u201d based on four components: discovery, insights, ideation, and experimentation. Armed with these principles and a clear guideline for implementation, VinTech was able to sharpen their vision for a Vietnamese tech industry capable of rapid, sustained growth.<\/p>\n\n\n\n Learning how to start innovating is one thing; learning how to stay <\/i>innovative is quite another. To understand how some of the world\u2019s biggest tech companies continue to transform in the face of corporate inertia, VinTech visited the campuses of giants like Google, Apple, and Facebook.<\/p>\n\n\n\n The Engineering Director at Google shared one secret to sustaining innovation: empowering employees. Because VinTech plans to help develop 100,000 engineers over the next decade, this part of the program was of particular help. The executives wanted to know what to look for in new hires to maintain a lean company culture, as well as how to differentiate between employee incompetence and mistakes made in the pursuit of progress. Understanding the difference between structural weaknesses and teachable failures is a crucial tenet of the agile philosophy that allows Google to fail fast and follow success.<\/p>\n\n\n\n Later in the program, VinTech heard from the Principal Engineer of Cisco\u2019s Strategic Innovation Group on their digital transformation journey<\/a>. Cisco \u2013 ancient by tech industry standards, founded in 1984 \u2013 has had to pivot from one networking technology to another to stay relevant in a constantly shifting landscape. In the Internet of Everything era, they run Innovation Centers designed to help them stay ahead of the game. The VinTech executives learned about Cisco\u2019s process for generating ideas and asked about the financial, temporal, and labor costs of constant iteration. As the success of Cisco and Silicon Valley implies, the price is worth it. In learning how to anticipate and calculate them, VinTech can now build the cost of innovation directly into their models for a new industry.<\/p>\n\n\n\n If innovation in one company is worth the price, innovation across many companies is worth a fortune. VinTech had the opportunity to visit startup accelerators, venture funds, and corporate innovation consultancies committed to bringing the benefits of Silicon Valley worldwide. The executives learned about the latest ideas being used to leverage emerging global networks of multi-industry partnerships. Developing local accelerators and partnering with international companies is an untapped opportunity in Asia and a central part of VinTech\u2019s plans to jumpstart the Vietnamese tech industry.<\/p>\n\n\n\n At RocketSpace, one such international start-up accelerator that provides velocity (\u201cboth speed and direction\u201d) to companies of all shapes and sizes, VinTech learned that a foundation of open collaboration is a fast track to the future. The founder of RocketSpace shared how his company brings entrepreneurs, startups, and corporate professionals together to capitalize on multiple threads of innovation at once. VinTech took away valuable lessons in fostering collaboration within their industry \u2013 and a potential partnership of their own with RocketSpace, with which they secured another meeting.<\/p>\n\n\n\n VinTech came to SVIC looking to understand what makes the Silicon Valley ecosystem thrive. They wanted to understand the cultures and values that have produced so many successful companies, and \u2013 more importantly \u2013 the tools, techniques, methodologies, and people that allow these companies to continue to grow and shape the world economy. VinTech executives learned how to create and foster a culture of innovation, collaboration, and employee empowerment even as companies scale. They went back to Vietnam with valuable networking experience and new international colleagues, first-hand impressions of successful company cultures, and a potential partnership in RocketSpace.<\/p>\n\n\n\n In-depth, up-front experience of Silicon Valley innovation through SVIC has primed VinTech to hit the ground running with their creation of a leading international tech industry in Vietnam. As Vingroup\u2019s Deputy General Director Nguy?n Vi?t Quang noted at the signing ceremony for VinTech: \u201cThis is our destiny.\u201d One facet of Silicon Valley culture where no extra guidance is needed: ambition.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n Executives from VinTech came to SVIC for a custom four-day immersion program into the heart of Silicon Valley innovation culture. Their goal is to bring the Silicon Valley model back home in the form of VinTech City \u2013 70 hectares of land in Hanoi that the company hopes will become the cradle of technology in Vietnam. VinTech will build office buildings, data centers, and accommodation to host startups, scientific researchers, tech incubators, and more. Their objectives in visiting Silicon Valley were thus:<\/p>\n\n\n\n VinTech\u2019s program began with an introduction to the history of Silicon Valley at the Stanford University campus. Stanford is one of the most successful schools worldwide in producing company founders, funding student ventures, and facilitating technology transfer \u2013 second only to UC Berkeley, whose groundbreaking Innovation Group (BIG) VinTech heard from too. By exploring these breeding grounds for technological progress, the VinTech executives got a personal taste of the culture that produced Silicon Valley \u2013 and first-hand knowledge of how to go about replicating it.<\/p>\n\n\n\n The co-founder of BIG explained this replicability in his Design Thinking Workshop by stressing that innovation is a \u201cscalable, repeatable process\u201d based on four components: discovery, insights, ideation, and experimentation. Armed with these principles and a clear guideline for implementation, VinTech was able to sharpen their vision for a Vietnamese tech industry capable of rapid, sustained growth.<\/p>\n\n\n\n Learning how to start innovating is one thing; learning how to stay <\/i>innovative is quite another. To understand how some of the world\u2019s biggest tech companies continue to transform in the face of corporate inertia, VinTech visited the campuses of giants like Google, Apple, and Facebook.<\/p>\n\n\n\n The Engineering Director at Google shared one secret to sustaining innovation: empowering employees. Because VinTech plans to help develop 100,000 engineers over the next decade, this part of the program was of particular help. The executives wanted to know what to look for in new hires to maintain a lean company culture, as well as how to differentiate between employee incompetence and mistakes made in the pursuit of progress. Understanding the difference between structural weaknesses and teachable failures is a crucial tenet of the agile philosophy that allows Google to fail fast and follow success.<\/p>\n\n\n\n Later in the program, VinTech heard from the Principal Engineer of Cisco\u2019s Strategic Innovation Group on their digital transformation journey<\/a>. Cisco \u2013 ancient by tech industry standards, founded in 1984 \u2013 has had to pivot from one networking technology to another to stay relevant in a constantly shifting landscape. In the Internet of Everything era, they run Innovation Centers designed to help them stay ahead of the game. The VinTech executives learned about Cisco\u2019s process for generating ideas and asked about the financial, temporal, and labor costs of constant iteration. As the success of Cisco and Silicon Valley implies, the price is worth it. In learning how to anticipate and calculate them, VinTech can now build the cost of innovation directly into their models for a new industry.<\/p>\n\n\n\n If innovation in one company is worth the price, innovation across many companies is worth a fortune. VinTech had the opportunity to visit startup accelerators, venture funds, and corporate innovation consultancies committed to bringing the benefits of Silicon Valley worldwide. The executives learned about the latest ideas being used to leverage emerging global networks of multi-industry partnerships. Developing local accelerators and partnering with international companies is an untapped opportunity in Asia and a central part of VinTech\u2019s plans to jumpstart the Vietnamese tech industry.<\/p>\n\n\n\n At RocketSpace, one such international start-up accelerator that provides velocity (\u201cboth speed and direction\u201d) to companies of all shapes and sizes, VinTech learned that a foundation of open collaboration is a fast track to the future. The founder of RocketSpace shared how his company brings entrepreneurs, startups, and corporate professionals together to capitalize on multiple threads of innovation at once. VinTech took away valuable lessons in fostering collaboration within their industry \u2013 and a potential partnership of their own with RocketSpace, with which they secured another meeting.<\/p>\n\n\n\n VinTech came to SVIC looking to understand what makes the Silicon Valley ecosystem thrive. They wanted to understand the cultures and values that have produced so many successful companies, and \u2013 more importantly \u2013 the tools, techniques, methodologies, and people that allow these companies to continue to grow and shape the world economy. VinTech executives learned how to create and foster a culture of innovation, collaboration, and employee empowerment even as companies scale. They went back to Vietnam with valuable networking experience and new international colleagues, first-hand impressions of successful company cultures, and a potential partnership in RocketSpace.<\/p>\n\n\n\n In-depth, up-front experience of Silicon Valley innovation through SVIC has primed VinTech to hit the ground running with their creation of a leading international tech industry in Vietnam. As Vingroup\u2019s Deputy General Director Nguy?n Vi?t Quang noted at the signing ceremony for VinTech: \u201cThis is our destiny.\u201d One facet of Silicon Valley culture where no extra guidance is needed: ambition.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n Embracing new technology is more than a strategic play for Vingroup. The software industry in Vietnam is small but blooming, growing an average of 20-25% per year since 2001, and the traditional sectors in which Vingroup operates are prime targets for technological disruption. By stepping into the tech sector themselves, Vingroup aims to become the leader of a new market and bring their current businesses into the future, all in one fell swoop.<\/p>\n\n\n\n Executives from VinTech came to SVIC for a custom four-day immersion program into the heart of Silicon Valley innovation culture. Their goal is to bring the Silicon Valley model back home in the form of VinTech City \u2013 70 hectares of land in Hanoi that the company hopes will become the cradle of technology in Vietnam. VinTech will build office buildings, data centers, and accommodation to host startups, scientific researchers, tech incubators, and more. Their objectives in visiting Silicon Valley were thus:<\/p>\n\n\n\n VinTech\u2019s program began with an introduction to the history of Silicon Valley at the Stanford University campus. Stanford is one of the most successful schools worldwide in producing company founders, funding student ventures, and facilitating technology transfer \u2013 second only to UC Berkeley, whose groundbreaking Innovation Group (BIG) VinTech heard from too. By exploring these breeding grounds for technological progress, the VinTech executives got a personal taste of the culture that produced Silicon Valley \u2013 and first-hand knowledge of how to go about replicating it.<\/p>\n\n\n\n The co-founder of BIG explained this replicability in his Design Thinking Workshop by stressing that innovation is a \u201cscalable, repeatable process\u201d based on four components: discovery, insights, ideation, and experimentation. Armed with these principles and a clear guideline for implementation, VinTech was able to sharpen their vision for a Vietnamese tech industry capable of rapid, sustained growth.<\/p>\n\n\n\n Learning how to start innovating is one thing; learning how to stay <\/i>innovative is quite another. To understand how some of the world\u2019s biggest tech companies continue to transform in the face of corporate inertia, VinTech visited the campuses of giants like Google, Apple, and Facebook.<\/p>\n\n\n\n The Engineering Director at Google shared one secret to sustaining innovation: empowering employees. Because VinTech plans to help develop 100,000 engineers over the next decade, this part of the program was of particular help. The executives wanted to know what to look for in new hires to maintain a lean company culture, as well as how to differentiate between employee incompetence and mistakes made in the pursuit of progress. Understanding the difference between structural weaknesses and teachable failures is a crucial tenet of the agile philosophy that allows Google to fail fast and follow success.<\/p>\n\n\n\n Later in the program, VinTech heard from the Principal Engineer of Cisco\u2019s Strategic Innovation Group on their digital transformation journey<\/a>. Cisco \u2013 ancient by tech industry standards, founded in 1984 \u2013 has had to pivot from one networking technology to another to stay relevant in a constantly shifting landscape. In the Internet of Everything era, they run Innovation Centers designed to help them stay ahead of the game. The VinTech executives learned about Cisco\u2019s process for generating ideas and asked about the financial, temporal, and labor costs of constant iteration. As the success of Cisco and Silicon Valley implies, the price is worth it. In learning how to anticipate and calculate them, VinTech can now build the cost of innovation directly into their models for a new industry.<\/p>\n\n\n\n If innovation in one company is worth the price, innovation across many companies is worth a fortune. VinTech had the opportunity to visit startup accelerators, venture funds, and corporate innovation consultancies committed to bringing the benefits of Silicon Valley worldwide. The executives learned about the latest ideas being used to leverage emerging global networks of multi-industry partnerships. Developing local accelerators and partnering with international companies is an untapped opportunity in Asia and a central part of VinTech\u2019s plans to jumpstart the Vietnamese tech industry.<\/p>\n\n\n\n At RocketSpace, one such international start-up accelerator that provides velocity (\u201cboth speed and direction\u201d) to companies of all shapes and sizes, VinTech learned that a foundation of open collaboration is a fast track to the future. The founder of RocketSpace shared how his company brings entrepreneurs, startups, and corporate professionals together to capitalize on multiple threads of innovation at once. VinTech took away valuable lessons in fostering collaboration within their industry \u2013 and a potential partnership of their own with RocketSpace, with which they secured another meeting.<\/p>\n\n\n\n VinTech came to SVIC looking to understand what makes the Silicon Valley ecosystem thrive. They wanted to understand the cultures and values that have produced so many successful companies, and \u2013 more importantly \u2013 the tools, techniques, methodologies, and people that allow these companies to continue to grow and shape the world economy. VinTech executives learned how to create and foster a culture of innovation, collaboration, and employee empowerment even as companies scale. They went back to Vietnam with valuable networking experience and new international colleagues, first-hand impressions of successful company cultures, and a potential partnership in RocketSpace.<\/p>\n\n\n\n In-depth, up-front experience of Silicon Valley innovation through SVIC has primed VinTech to hit the ground running with their creation of a leading international tech industry in Vietnam. As Vingroup\u2019s Deputy General Director Nguy?n Vi?t Quang noted at the signing ceremony for VinTech: \u201cThis is our destiny.\u201d One facet of Silicon Valley culture where no extra guidance is needed: ambition.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n Vingroup<\/a>, a leading real estate and retail conglomerate in Vietnam, knows better than most the value of innovation. Founded in 1993 as a dried foods producer, the company expanded rapidly into new industries \u2013 property, healthcare, education, entertainment \u2013 and is now made up of tens of thousands of employees spread across dozens of subsidiaries. The latest of these, VinTech, was launched in August \u2013 and is at the heart of Vingroup\u2019s plan to become an international Technology-Industry-Service group within the next decade.<\/p>\n\n\n\n Embracing new technology is more than a strategic play for Vingroup. The software industry in Vietnam is small but blooming, growing an average of 20-25% per year since 2001, and the traditional sectors in which Vingroup operates are prime targets for technological disruption. By stepping into the tech sector themselves, Vingroup aims to become the leader of a new market and bring their current businesses into the future, all in one fell swoop.<\/p>\n\n\n\n Executives from VinTech came to SVIC for a custom four-day immersion program into the heart of Silicon Valley innovation culture. Their goal is to bring the Silicon Valley model back home in the form of VinTech City \u2013 70 hectares of land in Hanoi that the company hopes will become the cradle of technology in Vietnam. VinTech will build office buildings, data centers, and accommodation to host startups, scientific researchers, tech incubators, and more. Their objectives in visiting Silicon Valley were thus:<\/p>\n\n\n\n VinTech\u2019s program began with an introduction to the history of Silicon Valley at the Stanford University campus. Stanford is one of the most successful schools worldwide in producing company founders, funding student ventures, and facilitating technology transfer \u2013 second only to UC Berkeley, whose groundbreaking Innovation Group (BIG) VinTech heard from too. By exploring these breeding grounds for technological progress, the VinTech executives got a personal taste of the culture that produced Silicon Valley \u2013 and first-hand knowledge of how to go about replicating it.<\/p>\n\n\n\n The co-founder of BIG explained this replicability in his Design Thinking Workshop by stressing that innovation is a \u201cscalable, repeatable process\u201d based on four components: discovery, insights, ideation, and experimentation. Armed with these principles and a clear guideline for implementation, VinTech was able to sharpen their vision for a Vietnamese tech industry capable of rapid, sustained growth.<\/p>\n\n\n\n Learning how to start innovating is one thing; learning how to stay <\/i>innovative is quite another. To understand how some of the world\u2019s biggest tech companies continue to transform in the face of corporate inertia, VinTech visited the campuses of giants like Google, Apple, and Facebook.<\/p>\n\n\n\n The Engineering Director at Google shared one secret to sustaining innovation: empowering employees. Because VinTech plans to help develop 100,000 engineers over the next decade, this part of the program was of particular help. The executives wanted to know what to look for in new hires to maintain a lean company culture, as well as how to differentiate between employee incompetence and mistakes made in the pursuit of progress. Understanding the difference between structural weaknesses and teachable failures is a crucial tenet of the agile philosophy that allows Google to fail fast and follow success.<\/p>\n\n\n\n Later in the program, VinTech heard from the Principal Engineer of Cisco\u2019s Strategic Innovation Group on their digital transformation journey<\/a>. Cisco \u2013 ancient by tech industry standards, founded in 1984 \u2013 has had to pivot from one networking technology to another to stay relevant in a constantly shifting landscape. In the Internet of Everything era, they run Innovation Centers designed to help them stay ahead of the game. The VinTech executives learned about Cisco\u2019s process for generating ideas and asked about the financial, temporal, and labor costs of constant iteration. As the success of Cisco and Silicon Valley implies, the price is worth it. In learning how to anticipate and calculate them, VinTech can now build the cost of innovation directly into their models for a new industry.<\/p>\n\n\n\n If innovation in one company is worth the price, innovation across many companies is worth a fortune. VinTech had the opportunity to visit startup accelerators, venture funds, and corporate innovation consultancies committed to bringing the benefits of Silicon Valley worldwide. The executives learned about the latest ideas being used to leverage emerging global networks of multi-industry partnerships. Developing local accelerators and partnering with international companies is an untapped opportunity in Asia and a central part of VinTech\u2019s plans to jumpstart the Vietnamese tech industry.<\/p>\n\n\n\n At RocketSpace, one such international start-up accelerator that provides velocity (\u201cboth speed and direction\u201d) to companies of all shapes and sizes, VinTech learned that a foundation of open collaboration is a fast track to the future. The founder of RocketSpace shared how his company brings entrepreneurs, startups, and corporate professionals together to capitalize on multiple threads of innovation at once. VinTech took away valuable lessons in fostering collaboration within their industry \u2013 and a potential partnership of their own with RocketSpace, with which they secured another meeting.<\/p>\n\n\n\n VinTech came to SVIC looking to understand what makes the Silicon Valley ecosystem thrive. They wanted to understand the cultures and values that have produced so many successful companies, and \u2013 more importantly \u2013 the tools, techniques, methodologies, and people that allow these companies to continue to grow and shape the world economy. VinTech executives learned how to create and foster a culture of innovation, collaboration, and employee empowerment even as companies scale. They went back to Vietnam with valuable networking experience and new international colleagues, first-hand impressions of successful company cultures, and a potential partnership in RocketSpace.<\/p>\n\n\n\n In-depth, up-front experience of Silicon Valley innovation through SVIC has primed VinTech to hit the ground running with their creation of a leading international tech industry in Vietnam. As Vingroup\u2019s Deputy General Director Nguy?n Vi?t Quang noted at the signing ceremony for VinTech: \u201cThis is our destiny.\u201d One facet of Silicon Valley culture where no extra guidance is needed: ambition.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n Vingroup<\/a>, a leading real estate and retail conglomerate in Vietnam, knows better than most the value of innovation. Founded in 1993 as a dried foods producer, the company expanded rapidly into new industries \u2013 property, healthcare, education, entertainment \u2013 and is now made up of tens of thousands of employees spread across dozens of subsidiaries. The latest of these, VinTech, was launched in August \u2013 and is at the heart of Vingroup\u2019s plan to become an international Technology-Industry-Service group within the next decade.<\/p>\n\n\n\n Embracing new technology is more than a strategic play for Vingroup. The software industry in Vietnam is small but blooming, growing an average of 20-25% per year since 2001, and the traditional sectors in which Vingroup operates are prime targets for technological disruption. By stepping into the tech sector themselves, Vingroup aims to become the leader of a new market and bring their current businesses into the future, all in one fell swoop.<\/p>\n\n\n\n Executives from VinTech came to SVIC for a custom four-day immersion program into the heart of Silicon Valley innovation culture. Their goal is to bring the Silicon Valley model back home in the form of VinTech City \u2013 70 hectares of land in Hanoi that the company hopes will become the cradle of technology in Vietnam. VinTech will build office buildings, data centers, and accommodation to host startups, scientific researchers, tech incubators, and more. Their objectives in visiting Silicon Valley were thus:<\/p>\n\n\n\n VinTech\u2019s program began with an introduction to the history of Silicon Valley at the Stanford University campus. Stanford is one of the most successful schools worldwide in producing company founders, funding student ventures, and facilitating technology transfer \u2013 second only to UC Berkeley, whose groundbreaking Innovation Group (BIG) VinTech heard from too. By exploring these breeding grounds for technological progress, the VinTech executives got a personal taste of the culture that produced Silicon Valley \u2013 and first-hand knowledge of how to go about replicating it.<\/p>\n\n\n\n The co-founder of BIG explained this replicability in his Design Thinking Workshop by stressing that innovation is a \u201cscalable, repeatable process\u201d based on four components: discovery, insights, ideation, and experimentation. Armed with these principles and a clear guideline for implementation, VinTech was able to sharpen their vision for a Vietnamese tech industry capable of rapid, sustained growth.<\/p>\n\n\n\n Learning how to start innovating is one thing; learning how to stay <\/i>innovative is quite another. To understand how some of the world\u2019s biggest tech companies continue to transform in the face of corporate inertia, VinTech visited the campuses of giants like Google, Apple, and Facebook.<\/p>\n\n\n\n The Engineering Director at Google shared one secret to sustaining innovation: empowering employees. Because VinTech plans to help develop 100,000 engineers over the next decade, this part of the program was of particular help. The executives wanted to know what to look for in new hires to maintain a lean company culture, as well as how to differentiate between employee incompetence and mistakes made in the pursuit of progress. Understanding the difference between structural weaknesses and teachable failures is a crucial tenet of the agile philosophy that allows Google to fail fast and follow success.<\/p>\n\n\n\n Later in the program, VinTech heard from the Principal Engineer of Cisco\u2019s Strategic Innovation Group on their digital transformation journey<\/a>. Cisco \u2013 ancient by tech industry standards, founded in 1984 \u2013 has had to pivot from one networking technology to another to stay relevant in a constantly shifting landscape. In the Internet of Everything era, they run Innovation Centers designed to help them stay ahead of the game. The VinTech executives learned about Cisco\u2019s process for generating ideas and asked about the financial, temporal, and labor costs of constant iteration. As the success of Cisco and Silicon Valley implies, the price is worth it. In learning how to anticipate and calculate them, VinTech can now build the cost of innovation directly into their models for a new industry.<\/p>\n\n\n\n If innovation in one company is worth the price, innovation across many companies is worth a fortune. VinTech had the opportunity to visit startup accelerators, venture funds, and corporate innovation consultancies committed to bringing the benefits of Silicon Valley worldwide. The executives learned about the latest ideas being used to leverage emerging global networks of multi-industry partnerships. Developing local accelerators and partnering with international companies is an untapped opportunity in Asia and a central part of VinTech\u2019s plans to jumpstart the Vietnamese tech industry.<\/p>\n\n\n\n At RocketSpace, one such international start-up accelerator that provides velocity (\u201cboth speed and direction\u201d) to companies of all shapes and sizes, VinTech learned that a foundation of open collaboration is a fast track to the future. The founder of RocketSpace shared how his company brings entrepreneurs, startups, and corporate professionals together to capitalize on multiple threads of innovation at once. VinTech took away valuable lessons in fostering collaboration within their industry \u2013 and a potential partnership of their own with RocketSpace, with which they secured another meeting.<\/p>\n\n\n\n VinTech came to SVIC looking to understand what makes the Silicon Valley ecosystem thrive. They wanted to understand the cultures and values that have produced so many successful companies, and \u2013 more importantly \u2013 the tools, techniques, methodologies, and people that allow these companies to continue to grow and shape the world economy. VinTech executives learned how to create and foster a culture of innovation, collaboration, and employee empowerment even as companies scale. They went back to Vietnam with valuable networking experience and new international colleagues, first-hand impressions of successful company cultures, and a potential partnership in RocketSpace.<\/p>\n\n\n\n In-depth, up-front experience of Silicon Valley innovation through SVIC has primed VinTech to hit the ground running with their creation of a leading international tech industry in Vietnam. As Vingroup\u2019s Deputy General Director Nguy?n Vi?t Quang noted at the signing ceremony for VinTech: \u201cThis is our destiny.\u201d One facet of Silicon Valley culture where no extra guidance is needed: ambition.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n Besides the three experiences outlined above, program attendants also got the opportunity to test drive Tesla vehicles and experience the future of transport or transport-as-a-service. Through the day\u2019s experiences, attendants were challenged to rethink their organizations\u2019 innovation agendas considering what they had learned. They came away with a fresh perspective and deeper insights into how software is indeed eating the world, and the urgent need for companies across all industries to embrace digital transformation. In day two of the program, attendants learned about the next generation of digital technologies like blockchain, AI, and IoT and how these technologies are fueling the rapid realization of the 4th industrial revolution.<\/p>\n\n\n\n Vingroup<\/a>, a leading real estate and retail conglomerate in Vietnam, knows better than most the value of innovation. Founded in 1993 as a dried foods producer, the company expanded rapidly into new industries \u2013 property, healthcare, education, entertainment \u2013 and is now made up of tens of thousands of employees spread across dozens of subsidiaries. The latest of these, VinTech, was launched in August \u2013 and is at the heart of Vingroup\u2019s plan to become an international Technology-Industry-Service group within the next decade.<\/p>\n\n\n\n Embracing new technology is more than a strategic play for Vingroup. The software industry in Vietnam is small but blooming, growing an average of 20-25% per year since 2001, and the traditional sectors in which Vingroup operates are prime targets for technological disruption. By stepping into the tech sector themselves, Vingroup aims to become the leader of a new market and bring their current businesses into the future, all in one fell swoop.<\/p>\n\n\n\n Executives from VinTech came to SVIC for a custom four-day immersion program into the heart of Silicon Valley innovation culture. Their goal is to bring the Silicon Valley model back home in the form of VinTech City \u2013 70 hectares of land in Hanoi that the company hopes will become the cradle of technology in Vietnam. VinTech will build office buildings, data centers, and accommodation to host startups, scientific researchers, tech incubators, and more. Their objectives in visiting Silicon Valley were thus:<\/p>\n\n\n\n VinTech\u2019s program began with an introduction to the history of Silicon Valley at the Stanford University campus. Stanford is one of the most successful schools worldwide in producing company founders, funding student ventures, and facilitating technology transfer \u2013 second only to UC Berkeley, whose groundbreaking Innovation Group (BIG) VinTech heard from too. By exploring these breeding grounds for technological progress, the VinTech executives got a personal taste of the culture that produced Silicon Valley \u2013 and first-hand knowledge of how to go about replicating it.<\/p>\n\n\n\n The co-founder of BIG explained this replicability in his Design Thinking Workshop by stressing that innovation is a \u201cscalable, repeatable process\u201d based on four components: discovery, insights, ideation, and experimentation. Armed with these principles and a clear guideline for implementation, VinTech was able to sharpen their vision for a Vietnamese tech industry capable of rapid, sustained growth.<\/p>\n\n\n\n Learning how to start innovating is one thing; learning how to stay <\/i>innovative is quite another. To understand how some of the world\u2019s biggest tech companies continue to transform in the face of corporate inertia, VinTech visited the campuses of giants like Google, Apple, and Facebook.<\/p>\n\n\n\n The Engineering Director at Google shared one secret to sustaining innovation: empowering employees. Because VinTech plans to help develop 100,000 engineers over the next decade, this part of the program was of particular help. The executives wanted to know what to look for in new hires to maintain a lean company culture, as well as how to differentiate between employee incompetence and mistakes made in the pursuit of progress. Understanding the difference between structural weaknesses and teachable failures is a crucial tenet of the agile philosophy that allows Google to fail fast and follow success.<\/p>\n\n\n\n Later in the program, VinTech heard from the Principal Engineer of Cisco\u2019s Strategic Innovation Group on their digital transformation journey<\/a>. Cisco \u2013 ancient by tech industry standards, founded in 1984 \u2013 has had to pivot from one networking technology to another to stay relevant in a constantly shifting landscape. In the Internet of Everything era, they run Innovation Centers designed to help them stay ahead of the game. The VinTech executives learned about Cisco\u2019s process for generating ideas and asked about the financial, temporal, and labor costs of constant iteration. As the success of Cisco and Silicon Valley implies, the price is worth it. In learning how to anticipate and calculate them, VinTech can now build the cost of innovation directly into their models for a new industry.<\/p>\n\n\n\n If innovation in one company is worth the price, innovation across many companies is worth a fortune. VinTech had the opportunity to visit startup accelerators, venture funds, and corporate innovation consultancies committed to bringing the benefits of Silicon Valley worldwide. The executives learned about the latest ideas being used to leverage emerging global networks of multi-industry partnerships. Developing local accelerators and partnering with international companies is an untapped opportunity in Asia and a central part of VinTech\u2019s plans to jumpstart the Vietnamese tech industry.<\/p>\n\n\n\n At RocketSpace, one such international start-up accelerator that provides velocity (\u201cboth speed and direction\u201d) to companies of all shapes and sizes, VinTech learned that a foundation of open collaboration is a fast track to the future. The founder of RocketSpace shared how his company brings entrepreneurs, startups, and corporate professionals together to capitalize on multiple threads of innovation at once. VinTech took away valuable lessons in fostering collaboration within their industry \u2013 and a potential partnership of their own with RocketSpace, with which they secured another meeting.<\/p>\n\n\n\n VinTech came to SVIC looking to understand what makes the Silicon Valley ecosystem thrive. They wanted to understand the cultures and values that have produced so many successful companies, and \u2013 more importantly \u2013 the tools, techniques, methodologies, and people that allow these companies to continue to grow and shape the world economy. VinTech executives learned how to create and foster a culture of innovation, collaboration, and employee empowerment even as companies scale. They went back to Vietnam with valuable networking experience and new international colleagues, first-hand impressions of successful company cultures, and a potential partnership in RocketSpace.<\/p>\n\n\n\n In-depth, up-front experience of Silicon Valley innovation through SVIC has primed VinTech to hit the ground running with their creation of a leading international tech industry in Vietnam. As Vingroup\u2019s Deputy General Director Nguy?n Vi?t Quang noted at the signing ceremony for VinTech: \u201cThis is our destiny.\u201d One facet of Silicon Valley culture where no extra guidance is needed: ambition.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n Besides the three experiences outlined above, program attendants also got the opportunity to test drive Tesla vehicles and experience the future of transport or transport-as-a-service. Through the day\u2019s experiences, attendants were challenged to rethink their organizations\u2019 innovation agendas considering what they had learned. They came away with a fresh perspective and deeper insights into how software is indeed eating the world, and the urgent need for companies across all industries to embrace digital transformation. In day two of the program, attendants learned about the next generation of digital technologies like blockchain, AI, and IoT and how these technologies are fueling the rapid realization of the 4th industrial revolution.<\/p>\n\n\n\n Vingroup<\/a>, a leading real estate and retail conglomerate in Vietnam, knows better than most the value of innovation. Founded in 1993 as a dried foods producer, the company expanded rapidly into new industries \u2013 property, healthcare, education, entertainment \u2013 and is now made up of tens of thousands of employees spread across dozens of subsidiaries. The latest of these, VinTech, was launched in August \u2013 and is at the heart of Vingroup\u2019s plan to become an international Technology-Industry-Service group within the next decade.<\/p>\n\n\n\n Embracing new technology is more than a strategic play for Vingroup. The software industry in Vietnam is small but blooming, growing an average of 20-25% per year since 2001, and the traditional sectors in which Vingroup operates are prime targets for technological disruption. By stepping into the tech sector themselves, Vingroup aims to become the leader of a new market and bring their current businesses into the future, all in one fell swoop.<\/p>\n\n\n\n Executives from VinTech came to SVIC for a custom four-day immersion program into the heart of Silicon Valley innovation culture. Their goal is to bring the Silicon Valley model back home in the form of VinTech City \u2013 70 hectares of land in Hanoi that the company hopes will become the cradle of technology in Vietnam. VinTech will build office buildings, data centers, and accommodation to host startups, scientific researchers, tech incubators, and more. Their objectives in visiting Silicon Valley were thus:<\/p>\n\n\n\n VinTech\u2019s program began with an introduction to the history of Silicon Valley at the Stanford University campus. Stanford is one of the most successful schools worldwide in producing company founders, funding student ventures, and facilitating technology transfer \u2013 second only to UC Berkeley, whose groundbreaking Innovation Group (BIG) VinTech heard from too. By exploring these breeding grounds for technological progress, the VinTech executives got a personal taste of the culture that produced Silicon Valley \u2013 and first-hand knowledge of how to go about replicating it.<\/p>\n\n\n\n The co-founder of BIG explained this replicability in his Design Thinking Workshop by stressing that innovation is a \u201cscalable, repeatable process\u201d based on four components: discovery, insights, ideation, and experimentation. Armed with these principles and a clear guideline for implementation, VinTech was able to sharpen their vision for a Vietnamese tech industry capable of rapid, sustained growth.<\/p>\n\n\n\n Learning how to start innovating is one thing; learning how to stay <\/i>innovative is quite another. To understand how some of the world\u2019s biggest tech companies continue to transform in the face of corporate inertia, VinTech visited the campuses of giants like Google, Apple, and Facebook.<\/p>\n\n\n\n The Engineering Director at Google shared one secret to sustaining innovation: empowering employees. Because VinTech plans to help develop 100,000 engineers over the next decade, this part of the program was of particular help. The executives wanted to know what to look for in new hires to maintain a lean company culture, as well as how to differentiate between employee incompetence and mistakes made in the pursuit of progress. Understanding the difference between structural weaknesses and teachable failures is a crucial tenet of the agile philosophy that allows Google to fail fast and follow success.<\/p>\n\n\n\n Later in the program, VinTech heard from the Principal Engineer of Cisco\u2019s Strategic Innovation Group on their digital transformation journey<\/a>. Cisco \u2013 ancient by tech industry standards, founded in 1984 \u2013 has had to pivot from one networking technology to another to stay relevant in a constantly shifting landscape. In the Internet of Everything era, they run Innovation Centers designed to help them stay ahead of the game. The VinTech executives learned about Cisco\u2019s process for generating ideas and asked about the financial, temporal, and labor costs of constant iteration. As the success of Cisco and Silicon Valley implies, the price is worth it. In learning how to anticipate and calculate them, VinTech can now build the cost of innovation directly into their models for a new industry.<\/p>\n\n\n\n If innovation in one company is worth the price, innovation across many companies is worth a fortune. VinTech had the opportunity to visit startup accelerators, venture funds, and corporate innovation consultancies committed to bringing the benefits of Silicon Valley worldwide. The executives learned about the latest ideas being used to leverage emerging global networks of multi-industry partnerships. Developing local accelerators and partnering with international companies is an untapped opportunity in Asia and a central part of VinTech\u2019s plans to jumpstart the Vietnamese tech industry.<\/p>\n\n\n\n At RocketSpace, one such international start-up accelerator that provides velocity (\u201cboth speed and direction\u201d) to companies of all shapes and sizes, VinTech learned that a foundation of open collaboration is a fast track to the future. The founder of RocketSpace shared how his company brings entrepreneurs, startups, and corporate professionals together to capitalize on multiple threads of innovation at once. VinTech took away valuable lessons in fostering collaboration within their industry \u2013 and a potential partnership of their own with RocketSpace, with which they secured another meeting.<\/p>\n\n\n\n VinTech came to SVIC looking to understand what makes the Silicon Valley ecosystem thrive. They wanted to understand the cultures and values that have produced so many successful companies, and \u2013 more importantly \u2013 the tools, techniques, methodologies, and people that allow these companies to continue to grow and shape the world economy. VinTech executives learned how to create and foster a culture of innovation, collaboration, and employee empowerment even as companies scale. They went back to Vietnam with valuable networking experience and new international colleagues, first-hand impressions of successful company cultures, and a potential partnership in RocketSpace.<\/p>\n\n\n\n In-depth, up-front experience of Silicon Valley innovation through SVIC has primed VinTech to hit the ground running with their creation of a leading international tech industry in Vietnam. As Vingroup\u2019s Deputy General Director Nguy?n Vi?t Quang noted at the signing ceremony for VinTech: \u201cThis is our destiny.\u201d One facet of Silicon Valley culture where no extra guidance is needed: ambition.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n Today, the tech company, as indeed it is, continues to follow this philosophy by entering markets that are ripe for disruption through more efficient processes underpinned by software capabilities. Whether cloud computing (AWS,) shipping and logistics (Prime and Now,) or retail (Marketplace), Amazon continues to aggressively seek ways to become more efficient and disruptive. Casualties of this innovation agility not only include competitors but Amazon\u2019s own products, such as is the case with the Kindle cannibalizing Amazon\u2019s physical book business, or the Amazon Echo, which sprouted from the epic failure that was the Fire Phone<\/a>. What companies can learn from Amazon is the impermanence of any competitive advantage and the need to build a customer-centric organization. As Bezos says, \u201cOur customers are loyal to us right up until the second somebody offers them a better service.\u201d<\/p>\n\n\n\n Besides the three experiences outlined above, program attendants also got the opportunity to test drive Tesla vehicles and experience the future of transport or transport-as-a-service. Through the day\u2019s experiences, attendants were challenged to rethink their organizations\u2019 innovation agendas considering what they had learned. They came away with a fresh perspective and deeper insights into how software is indeed eating the world, and the urgent need for companies across all industries to embrace digital transformation. In day two of the program, attendants learned about the next generation of digital technologies like blockchain, AI, and IoT and how these technologies are fueling the rapid realization of the 4th industrial revolution.<\/p>\n\n\n\n Vingroup<\/a>, a leading real estate and retail conglomerate in Vietnam, knows better than most the value of innovation. Founded in 1993 as a dried foods producer, the company expanded rapidly into new industries \u2013 property, healthcare, education, entertainment \u2013 and is now made up of tens of thousands of employees spread across dozens of subsidiaries. The latest of these, VinTech, was launched in August \u2013 and is at the heart of Vingroup\u2019s plan to become an international Technology-Industry-Service group within the next decade.<\/p>\n\n\n\n Embracing new technology is more than a strategic play for Vingroup. The software industry in Vietnam is small but blooming, growing an average of 20-25% per year since 2001, and the traditional sectors in which Vingroup operates are prime targets for technological disruption. By stepping into the tech sector themselves, Vingroup aims to become the leader of a new market and bring their current businesses into the future, all in one fell swoop.<\/p>\n\n\n\n Executives from VinTech came to SVIC for a custom four-day immersion program into the heart of Silicon Valley innovation culture. Their goal is to bring the Silicon Valley model back home in the form of VinTech City \u2013 70 hectares of land in Hanoi that the company hopes will become the cradle of technology in Vietnam. VinTech will build office buildings, data centers, and accommodation to host startups, scientific researchers, tech incubators, and more. Their objectives in visiting Silicon Valley were thus:<\/p>\n\n\n\n VinTech\u2019s program began with an introduction to the history of Silicon Valley at the Stanford University campus. Stanford is one of the most successful schools worldwide in producing company founders, funding student ventures, and facilitating technology transfer \u2013 second only to UC Berkeley, whose groundbreaking Innovation Group (BIG) VinTech heard from too. By exploring these breeding grounds for technological progress, the VinTech executives got a personal taste of the culture that produced Silicon Valley \u2013 and first-hand knowledge of how to go about replicating it.<\/p>\n\n\n\n The co-founder of BIG explained this replicability in his Design Thinking Workshop by stressing that innovation is a \u201cscalable, repeatable process\u201d based on four components: discovery, insights, ideation, and experimentation. Armed with these principles and a clear guideline for implementation, VinTech was able to sharpen their vision for a Vietnamese tech industry capable of rapid, sustained growth.<\/p>\n\n\n\n Learning how to start innovating is one thing; learning how to stay <\/i>innovative is quite another. To understand how some of the world\u2019s biggest tech companies continue to transform in the face of corporate inertia, VinTech visited the campuses of giants like Google, Apple, and Facebook.<\/p>\n\n\n\n The Engineering Director at Google shared one secret to sustaining innovation: empowering employees. Because VinTech plans to help develop 100,000 engineers over the next decade, this part of the program was of particular help. The executives wanted to know what to look for in new hires to maintain a lean company culture, as well as how to differentiate between employee incompetence and mistakes made in the pursuit of progress. Understanding the difference between structural weaknesses and teachable failures is a crucial tenet of the agile philosophy that allows Google to fail fast and follow success.<\/p>\n\n\n\n Later in the program, VinTech heard from the Principal Engineer of Cisco\u2019s Strategic Innovation Group on their digital transformation journey<\/a>. Cisco \u2013 ancient by tech industry standards, founded in 1984 \u2013 has had to pivot from one networking technology to another to stay relevant in a constantly shifting landscape. In the Internet of Everything era, they run Innovation Centers designed to help them stay ahead of the game. The VinTech executives learned about Cisco\u2019s process for generating ideas and asked about the financial, temporal, and labor costs of constant iteration. As the success of Cisco and Silicon Valley implies, the price is worth it. In learning how to anticipate and calculate them, VinTech can now build the cost of innovation directly into their models for a new industry.<\/p>\n\n\n\n If innovation in one company is worth the price, innovation across many companies is worth a fortune. VinTech had the opportunity to visit startup accelerators, venture funds, and corporate innovation consultancies committed to bringing the benefits of Silicon Valley worldwide. The executives learned about the latest ideas being used to leverage emerging global networks of multi-industry partnerships. Developing local accelerators and partnering with international companies is an untapped opportunity in Asia and a central part of VinTech\u2019s plans to jumpstart the Vietnamese tech industry.<\/p>\n\n\n\n At RocketSpace, one such international start-up accelerator that provides velocity (\u201cboth speed and direction\u201d) to companies of all shapes and sizes, VinTech learned that a foundation of open collaboration is a fast track to the future. The founder of RocketSpace shared how his company brings entrepreneurs, startups, and corporate professionals together to capitalize on multiple threads of innovation at once. VinTech took away valuable lessons in fostering collaboration within their industry \u2013 and a potential partnership of their own with RocketSpace, with which they secured another meeting.<\/p>\n\n\n\n VinTech came to SVIC looking to understand what makes the Silicon Valley ecosystem thrive. They wanted to understand the cultures and values that have produced so many successful companies, and \u2013 more importantly \u2013 the tools, techniques, methodologies, and people that allow these companies to continue to grow and shape the world economy. VinTech executives learned how to create and foster a culture of innovation, collaboration, and employee empowerment even as companies scale. They went back to Vietnam with valuable networking experience and new international colleagues, first-hand impressions of successful company cultures, and a potential partnership in RocketSpace.<\/p>\n\n\n\n In-depth, up-front experience of Silicon Valley innovation through SVIC has primed VinTech to hit the ground running with their creation of a leading international tech industry in Vietnam. As Vingroup\u2019s Deputy General Director Nguy?n Vi?t Quang noted at the signing ceremony for VinTech: \u201cThis is our destiny.\u201d One facet of Silicon Valley culture where no extra guidance is needed: ambition.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n Amazon has been called the most innovative and customer-centric company on the planet and for a good reason. The behemoth has not only disrupted the retail industry but is on course to disrupt multiple other industries including entertainment, home management, shipping, and logistics, among others. To wind up the day, executives attending the Leading Digital Transformation program visited Amazon to learn what makes the company so innovative. In 1996, Amazon opened its doors as an online seller, but Jeff Bezos, with a background in finance, understood that the future of commerce would be built on efficiency, not inventory. Having a massive book wholesaler in Seattle was one of the main reasons Bezos opted to start with books, as it gave Amazon the ability to maintain a massive digital inventory without having to maintain any physical inventory.<\/p>\n\n\n\n Today, the tech company, as indeed it is, continues to follow this philosophy by entering markets that are ripe for disruption through more efficient processes underpinned by software capabilities. Whether cloud computing (AWS,) shipping and logistics (Prime and Now,) or retail (Marketplace), Amazon continues to aggressively seek ways to become more efficient and disruptive. Casualties of this innovation agility not only include competitors but Amazon\u2019s own products, such as is the case with the Kindle cannibalizing Amazon\u2019s physical book business, or the Amazon Echo, which sprouted from the epic failure that was the Fire Phone<\/a>. What companies can learn from Amazon is the impermanence of any competitive advantage and the need to build a customer-centric organization. As Bezos says, \u201cOur customers are loyal to us right up until the second somebody offers them a better service.\u201d<\/p>\n\n\n\n Besides the three experiences outlined above, program attendants also got the opportunity to test drive Tesla vehicles and experience the future of transport or transport-as-a-service. Through the day\u2019s experiences, attendants were challenged to rethink their organizations\u2019 innovation agendas considering what they had learned. They came away with a fresh perspective and deeper insights into how software is indeed eating the world, and the urgent need for companies across all industries to embrace digital transformation. In day two of the program, attendants learned about the next generation of digital technologies like blockchain, AI, and IoT and how these technologies are fueling the rapid realization of the 4th industrial revolution.<\/p>\n\n\n\n Vingroup<\/a>, a leading real estate and retail conglomerate in Vietnam, knows better than most the value of innovation. Founded in 1993 as a dried foods producer, the company expanded rapidly into new industries \u2013 property, healthcare, education, entertainment \u2013 and is now made up of tens of thousands of employees spread across dozens of subsidiaries. The latest of these, VinTech, was launched in August \u2013 and is at the heart of Vingroup\u2019s plan to become an international Technology-Industry-Service group within the next decade.<\/p>\n\n\n\n Embracing new technology is more than a strategic play for Vingroup. The software industry in Vietnam is small but blooming, growing an average of 20-25% per year since 2001, and the traditional sectors in which Vingroup operates are prime targets for technological disruption. By stepping into the tech sector themselves, Vingroup aims to become the leader of a new market and bring their current businesses into the future, all in one fell swoop.<\/p>\n\n\n\n Executives from VinTech came to SVIC for a custom four-day immersion program into the heart of Silicon Valley innovation culture. Their goal is to bring the Silicon Valley model back home in the form of VinTech City \u2013 70 hectares of land in Hanoi that the company hopes will become the cradle of technology in Vietnam. VinTech will build office buildings, data centers, and accommodation to host startups, scientific researchers, tech incubators, and more. Their objectives in visiting Silicon Valley were thus:<\/p>\n\n\n\n VinTech\u2019s program began with an introduction to the history of Silicon Valley at the Stanford University campus. Stanford is one of the most successful schools worldwide in producing company founders, funding student ventures, and facilitating technology transfer \u2013 second only to UC Berkeley, whose groundbreaking Innovation Group (BIG) VinTech heard from too. By exploring these breeding grounds for technological progress, the VinTech executives got a personal taste of the culture that produced Silicon Valley \u2013 and first-hand knowledge of how to go about replicating it.<\/p>\n\n\n\n The co-founder of BIG explained this replicability in his Design Thinking Workshop by stressing that innovation is a \u201cscalable, repeatable process\u201d based on four components: discovery, insights, ideation, and experimentation. Armed with these principles and a clear guideline for implementation, VinTech was able to sharpen their vision for a Vietnamese tech industry capable of rapid, sustained growth.<\/p>\n\n\n\n Learning how to start innovating is one thing; learning how to stay <\/i>innovative is quite another. To understand how some of the world\u2019s biggest tech companies continue to transform in the face of corporate inertia, VinTech visited the campuses of giants like Google, Apple, and Facebook.<\/p>\n\n\n\n The Engineering Director at Google shared one secret to sustaining innovation: empowering employees. Because VinTech plans to help develop 100,000 engineers over the next decade, this part of the program was of particular help. The executives wanted to know what to look for in new hires to maintain a lean company culture, as well as how to differentiate between employee incompetence and mistakes made in the pursuit of progress. Understanding the difference between structural weaknesses and teachable failures is a crucial tenet of the agile philosophy that allows Google to fail fast and follow success.<\/p>\n\n\n\n Later in the program, VinTech heard from the Principal Engineer of Cisco\u2019s Strategic Innovation Group on their digital transformation journey<\/a>. Cisco \u2013 ancient by tech industry standards, founded in 1984 \u2013 has had to pivot from one networking technology to another to stay relevant in a constantly shifting landscape. In the Internet of Everything era, they run Innovation Centers designed to help them stay ahead of the game. The VinTech executives learned about Cisco\u2019s process for generating ideas and asked about the financial, temporal, and labor costs of constant iteration. As the success of Cisco and Silicon Valley implies, the price is worth it. In learning how to anticipate and calculate them, VinTech can now build the cost of innovation directly into their models for a new industry.<\/p>\n\n\n\n If innovation in one company is worth the price, innovation across many companies is worth a fortune. VinTech had the opportunity to visit startup accelerators, venture funds, and corporate innovation consultancies committed to bringing the benefits of Silicon Valley worldwide. The executives learned about the latest ideas being used to leverage emerging global networks of multi-industry partnerships. Developing local accelerators and partnering with international companies is an untapped opportunity in Asia and a central part of VinTech\u2019s plans to jumpstart the Vietnamese tech industry.<\/p>\n\n\n\n At RocketSpace, one such international start-up accelerator that provides velocity (\u201cboth speed and direction\u201d) to companies of all shapes and sizes, VinTech learned that a foundation of open collaboration is a fast track to the future. The founder of RocketSpace shared how his company brings entrepreneurs, startups, and corporate professionals together to capitalize on multiple threads of innovation at once. VinTech took away valuable lessons in fostering collaboration within their industry \u2013 and a potential partnership of their own with RocketSpace, with which they secured another meeting.<\/p>\n\n\n\n VinTech came to SVIC looking to understand what makes the Silicon Valley ecosystem thrive. They wanted to understand the cultures and values that have produced so many successful companies, and \u2013 more importantly \u2013 the tools, techniques, methodologies, and people that allow these companies to continue to grow and shape the world economy. VinTech executives learned how to create and foster a culture of innovation, collaboration, and employee empowerment even as companies scale. They went back to Vietnam with valuable networking experience and new international colleagues, first-hand impressions of successful company cultures, and a potential partnership in RocketSpace.<\/p>\n\n\n\n In-depth, up-front experience of Silicon Valley innovation through SVIC has primed VinTech to hit the ground running with their creation of a leading international tech industry in Vietnam. As Vingroup\u2019s Deputy General Director Nguy?n Vi?t Quang noted at the signing ceremony for VinTech: \u201cThis is our destiny.\u201d One facet of Silicon Valley culture where no extra guidance is needed: ambition.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n Amazon has been called the most innovative and customer-centric company on the planet and for a good reason. The behemoth has not only disrupted the retail industry but is on course to disrupt multiple other industries including entertainment, home management, shipping, and logistics, among others. To wind up the day, executives attending the Leading Digital Transformation program visited Amazon to learn what makes the company so innovative. In 1996, Amazon opened its doors as an online seller, but Jeff Bezos, with a background in finance, understood that the future of commerce would be built on efficiency, not inventory. Having a massive book wholesaler in Seattle was one of the main reasons Bezos opted to start with books, as it gave Amazon the ability to maintain a massive digital inventory without having to maintain any physical inventory.<\/p>\n\n\n\n Today, the tech company, as indeed it is, continues to follow this philosophy by entering markets that are ripe for disruption through more efficient processes underpinned by software capabilities. Whether cloud computing (AWS,) shipping and logistics (Prime and Now,) or retail (Marketplace), Amazon continues to aggressively seek ways to become more efficient and disruptive. Casualties of this innovation agility not only include competitors but Amazon\u2019s own products, such as is the case with the Kindle cannibalizing Amazon\u2019s physical book business, or the Amazon Echo, which sprouted from the epic failure that was the Fire Phone<\/a>. What companies can learn from Amazon is the impermanence of any competitive advantage and the need to build a customer-centric organization. As Bezos says, \u201cOur customers are loyal to us right up until the second somebody offers them a better service.\u201d<\/p>\n\n\n\n Besides the three experiences outlined above, program attendants also got the opportunity to test drive Tesla vehicles and experience the future of transport or transport-as-a-service. Through the day\u2019s experiences, attendants were challenged to rethink their organizations\u2019 innovation agendas considering what they had learned. They came away with a fresh perspective and deeper insights into how software is indeed eating the world, and the urgent need for companies across all industries to embrace digital transformation. In day two of the program, attendants learned about the next generation of digital technologies like blockchain, AI, and IoT and how these technologies are fueling the rapid realization of the 4th industrial revolution.<\/p>\n\n\n\n Vingroup<\/a>, a leading real estate and retail conglomerate in Vietnam, knows better than most the value of innovation. Founded in 1993 as a dried foods producer, the company expanded rapidly into new industries \u2013 property, healthcare, education, entertainment \u2013 and is now made up of tens of thousands of employees spread across dozens of subsidiaries. The latest of these, VinTech, was launched in August \u2013 and is at the heart of Vingroup\u2019s plan to become an international Technology-Industry-Service group within the next decade.<\/p>\n\n\n\n Embracing new technology is more than a strategic play for Vingroup. The software industry in Vietnam is small but blooming, growing an average of 20-25% per year since 2001, and the traditional sectors in which Vingroup operates are prime targets for technological disruption. By stepping into the tech sector themselves, Vingroup aims to become the leader of a new market and bring their current businesses into the future, all in one fell swoop.<\/p>\n\n\n\n Executives from VinTech came to SVIC for a custom four-day immersion program into the heart of Silicon Valley innovation culture. Their goal is to bring the Silicon Valley model back home in the form of VinTech City \u2013 70 hectares of land in Hanoi that the company hopes will become the cradle of technology in Vietnam. VinTech will build office buildings, data centers, and accommodation to host startups, scientific researchers, tech incubators, and more. Their objectives in visiting Silicon Valley were thus:<\/p>\n\n\n\n VinTech\u2019s program began with an introduction to the history of Silicon Valley at the Stanford University campus. Stanford is one of the most successful schools worldwide in producing company founders, funding student ventures, and facilitating technology transfer \u2013 second only to UC Berkeley, whose groundbreaking Innovation Group (BIG) VinTech heard from too. By exploring these breeding grounds for technological progress, the VinTech executives got a personal taste of the culture that produced Silicon Valley \u2013 and first-hand knowledge of how to go about replicating it.<\/p>\n\n\n\n The co-founder of BIG explained this replicability in his Design Thinking Workshop by stressing that innovation is a \u201cscalable, repeatable process\u201d based on four components: discovery, insights, ideation, and experimentation. Armed with these principles and a clear guideline for implementation, VinTech was able to sharpen their vision for a Vietnamese tech industry capable of rapid, sustained growth.<\/p>\n\n\n\n Learning how to start innovating is one thing; learning how to stay <\/i>innovative is quite another. To understand how some of the world\u2019s biggest tech companies continue to transform in the face of corporate inertia, VinTech visited the campuses of giants like Google, Apple, and Facebook.<\/p>\n\n\n\n The Engineering Director at Google shared one secret to sustaining innovation: empowering employees. Because VinTech plans to help develop 100,000 engineers over the next decade, this part of the program was of particular help. The executives wanted to know what to look for in new hires to maintain a lean company culture, as well as how to differentiate between employee incompetence and mistakes made in the pursuit of progress. Understanding the difference between structural weaknesses and teachable failures is a crucial tenet of the agile philosophy that allows Google to fail fast and follow success.<\/p>\n\n\n\n Later in the program, VinTech heard from the Principal Engineer of Cisco\u2019s Strategic Innovation Group on their digital transformation journey<\/a>. Cisco \u2013 ancient by tech industry standards, founded in 1984 \u2013 has had to pivot from one networking technology to another to stay relevant in a constantly shifting landscape. In the Internet of Everything era, they run Innovation Centers designed to help them stay ahead of the game. The VinTech executives learned about Cisco\u2019s process for generating ideas and asked about the financial, temporal, and labor costs of constant iteration. As the success of Cisco and Silicon Valley implies, the price is worth it. In learning how to anticipate and calculate them, VinTech can now build the cost of innovation directly into their models for a new industry.<\/p>\n\n\n\n If innovation in one company is worth the price, innovation across many companies is worth a fortune. VinTech had the opportunity to visit startup accelerators, venture funds, and corporate innovation consultancies committed to bringing the benefits of Silicon Valley worldwide. The executives learned about the latest ideas being used to leverage emerging global networks of multi-industry partnerships. Developing local accelerators and partnering with international companies is an untapped opportunity in Asia and a central part of VinTech\u2019s plans to jumpstart the Vietnamese tech industry.<\/p>\n\n\n\n At RocketSpace, one such international start-up accelerator that provides velocity (\u201cboth speed and direction\u201d) to companies of all shapes and sizes, VinTech learned that a foundation of open collaboration is a fast track to the future. The founder of RocketSpace shared how his company brings entrepreneurs, startups, and corporate professionals together to capitalize on multiple threads of innovation at once. VinTech took away valuable lessons in fostering collaboration within their industry \u2013 and a potential partnership of their own with RocketSpace, with which they secured another meeting.<\/p>\n\n\n\n VinTech came to SVIC looking to understand what makes the Silicon Valley ecosystem thrive. They wanted to understand the cultures and values that have produced so many successful companies, and \u2013 more importantly \u2013 the tools, techniques, methodologies, and people that allow these companies to continue to grow and shape the world economy. VinTech executives learned how to create and foster a culture of innovation, collaboration, and employee empowerment even as companies scale. They went back to Vietnam with valuable networking experience and new international colleagues, first-hand impressions of successful company cultures, and a potential partnership in RocketSpace.<\/p>\n\n\n\n In-depth, up-front experience of Silicon Valley innovation through SVIC has primed VinTech to hit the ground running with their creation of a leading international tech industry in Vietnam. As Vingroup\u2019s Deputy General Director Nguy?n Vi?t Quang noted at the signing ceremony for VinTech: \u201cThis is our destiny.\u201d One facet of Silicon Valley culture where no extra guidance is needed: ambition.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n Tesla, the electric car maker, is poised to win the race to build viable autonomous cars because of the millions of miles of autonomous car data its vehicles collect each day compared to those collected by competitors. LaBlanc ended his talk by asking attendants a poignant question, \u201cWhat would it mean for your company to become a software company, a services company, and a data company?\u201d This is a question every company, regardless of what industry they are in and whether they sell goods or services, will do well to focus on if they are to survive in today\u2019s rapidly digitizing market landscape.<\/p>\n\n\n\n Amazon has been called the most innovative and customer-centric company on the planet and for a good reason. The behemoth has not only disrupted the retail industry but is on course to disrupt multiple other industries including entertainment, home management, shipping, and logistics, among others. To wind up the day, executives attending the Leading Digital Transformation program visited Amazon to learn what makes the company so innovative. In 1996, Amazon opened its doors as an online seller, but Jeff Bezos, with a background in finance, understood that the future of commerce would be built on efficiency, not inventory. Having a massive book wholesaler in Seattle was one of the main reasons Bezos opted to start with books, as it gave Amazon the ability to maintain a massive digital inventory without having to maintain any physical inventory.<\/p>\n\n\n\n Today, the tech company, as indeed it is, continues to follow this philosophy by entering markets that are ripe for disruption through more efficient processes underpinned by software capabilities. Whether cloud computing (AWS,) shipping and logistics (Prime and Now,) or retail (Marketplace), Amazon continues to aggressively seek ways to become more efficient and disruptive. Casualties of this innovation agility not only include competitors but Amazon\u2019s own products, such as is the case with the Kindle cannibalizing Amazon\u2019s physical book business, or the Amazon Echo, which sprouted from the epic failure that was the Fire Phone<\/a>. What companies can learn from Amazon is the impermanence of any competitive advantage and the need to build a customer-centric organization. As Bezos says, \u201cOur customers are loyal to us right up until the second somebody offers them a better service.\u201d<\/p>\n\n\n\n Besides the three experiences outlined above, program attendants also got the opportunity to test drive Tesla vehicles and experience the future of transport or transport-as-a-service. Through the day\u2019s experiences, attendants were challenged to rethink their organizations\u2019 innovation agendas considering what they had learned. They came away with a fresh perspective and deeper insights into how software is indeed eating the world, and the urgent need for companies across all industries to embrace digital transformation. In day two of the program, attendants learned about the next generation of digital technologies like blockchain, AI, and IoT and how these technologies are fueling the rapid realization of the 4th industrial revolution.<\/p>\n\n\n\n Vingroup<\/a>, a leading real estate and retail conglomerate in Vietnam, knows better than most the value of innovation. Founded in 1993 as a dried foods producer, the company expanded rapidly into new industries \u2013 property, healthcare, education, entertainment \u2013 and is now made up of tens of thousands of employees spread across dozens of subsidiaries. The latest of these, VinTech, was launched in August \u2013 and is at the heart of Vingroup\u2019s plan to become an international Technology-Industry-Service group within the next decade.<\/p>\n\n\n\n Embracing new technology is more than a strategic play for Vingroup. The software industry in Vietnam is small but blooming, growing an average of 20-25% per year since 2001, and the traditional sectors in which Vingroup operates are prime targets for technological disruption. By stepping into the tech sector themselves, Vingroup aims to become the leader of a new market and bring their current businesses into the future, all in one fell swoop.<\/p>\n\n\n\n Executives from VinTech came to SVIC for a custom four-day immersion program into the heart of Silicon Valley innovation culture. Their goal is to bring the Silicon Valley model back home in the form of VinTech City \u2013 70 hectares of land in Hanoi that the company hopes will become the cradle of technology in Vietnam. VinTech will build office buildings, data centers, and accommodation to host startups, scientific researchers, tech incubators, and more. Their objectives in visiting Silicon Valley were thus:<\/p>\n\n\n\n VinTech\u2019s program began with an introduction to the history of Silicon Valley at the Stanford University campus. Stanford is one of the most successful schools worldwide in producing company founders, funding student ventures, and facilitating technology transfer \u2013 second only to UC Berkeley, whose groundbreaking Innovation Group (BIG) VinTech heard from too. By exploring these breeding grounds for technological progress, the VinTech executives got a personal taste of the culture that produced Silicon Valley \u2013 and first-hand knowledge of how to go about replicating it.<\/p>\n\n\n\n The co-founder of BIG explained this replicability in his Design Thinking Workshop by stressing that innovation is a \u201cscalable, repeatable process\u201d based on four components: discovery, insights, ideation, and experimentation. Armed with these principles and a clear guideline for implementation, VinTech was able to sharpen their vision for a Vietnamese tech industry capable of rapid, sustained growth.<\/p>\n\n\n\n Learning how to start innovating is one thing; learning how to stay <\/i>innovative is quite another. To understand how some of the world\u2019s biggest tech companies continue to transform in the face of corporate inertia, VinTech visited the campuses of giants like Google, Apple, and Facebook.<\/p>\n\n\n\n The Engineering Director at Google shared one secret to sustaining innovation: empowering employees. Because VinTech plans to help develop 100,000 engineers over the next decade, this part of the program was of particular help. The executives wanted to know what to look for in new hires to maintain a lean company culture, as well as how to differentiate between employee incompetence and mistakes made in the pursuit of progress. Understanding the difference between structural weaknesses and teachable failures is a crucial tenet of the agile philosophy that allows Google to fail fast and follow success.<\/p>\n\n\n\n Later in the program, VinTech heard from the Principal Engineer of Cisco\u2019s Strategic Innovation Group on their digital transformation journey<\/a>. Cisco \u2013 ancient by tech industry standards, founded in 1984 \u2013 has had to pivot from one networking technology to another to stay relevant in a constantly shifting landscape. In the Internet of Everything era, they run Innovation Centers designed to help them stay ahead of the game. The VinTech executives learned about Cisco\u2019s process for generating ideas and asked about the financial, temporal, and labor costs of constant iteration. As the success of Cisco and Silicon Valley implies, the price is worth it. In learning how to anticipate and calculate them, VinTech can now build the cost of innovation directly into their models for a new industry.<\/p>\n\n\n\n If innovation in one company is worth the price, innovation across many companies is worth a fortune. VinTech had the opportunity to visit startup accelerators, venture funds, and corporate innovation consultancies committed to bringing the benefits of Silicon Valley worldwide. The executives learned about the latest ideas being used to leverage emerging global networks of multi-industry partnerships. Developing local accelerators and partnering with international companies is an untapped opportunity in Asia and a central part of VinTech\u2019s plans to jumpstart the Vietnamese tech industry.<\/p>\n\n\n\n At RocketSpace, one such international start-up accelerator that provides velocity (\u201cboth speed and direction\u201d) to companies of all shapes and sizes, VinTech learned that a foundation of open collaboration is a fast track to the future. The founder of RocketSpace shared how his company brings entrepreneurs, startups, and corporate professionals together to capitalize on multiple threads of innovation at once. VinTech took away valuable lessons in fostering collaboration within their industry \u2013 and a potential partnership of their own with RocketSpace, with which they secured another meeting.<\/p>\n\n\n\n VinTech came to SVIC looking to understand what makes the Silicon Valley ecosystem thrive. They wanted to understand the cultures and values that have produced so many successful companies, and \u2013 more importantly \u2013 the tools, techniques, methodologies, and people that allow these companies to continue to grow and shape the world economy. VinTech executives learned how to create and foster a culture of innovation, collaboration, and employee empowerment even as companies scale. They went back to Vietnam with valuable networking experience and new international colleagues, first-hand impressions of successful company cultures, and a potential partnership in RocketSpace.<\/p>\n\n\n\n In-depth, up-front experience of Silicon Valley innovation through SVIC has primed VinTech to hit the ground running with their creation of a leading international tech industry in Vietnam. As Vingroup\u2019s Deputy General Director Nguy?n Vi?t Quang noted at the signing ceremony for VinTech: \u201cThis is our destiny.\u201d One facet of Silicon Valley culture where no extra guidance is needed: ambition.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n All successful companies today are tech companies, all other companies are dead companies, says LaBlanc. His argument for this tough statement aligns with Marc Andreessen\u2019s sentiments on software eating the world. LaBlanc believes that as industries become digitized, companies that do not reinvent themselves as software companies are nothing more than the walking dead. For organizations to avoid this zombie fate, they must understand the ongoing shift to everything-as-a-service. GE understood this and today sells aircraft engines-as-a-service, smart engines that generate terabytes of data, data that is more valuable to GE now than the very engines they build and sell.<\/p>\n\n\n\n Tesla, the electric car maker, is poised to win the race to build viable autonomous cars because of the millions of miles of autonomous car data its vehicles collect each day compared to those collected by competitors. LaBlanc ended his talk by asking attendants a poignant question, \u201cWhat would it mean for your company to become a software company, a services company, and a data company?\u201d This is a question every company, regardless of what industry they are in and whether they sell goods or services, will do well to focus on if they are to survive in today\u2019s rapidly digitizing market landscape.<\/p>\n\n\n\n Amazon has been called the most innovative and customer-centric company on the planet and for a good reason. The behemoth has not only disrupted the retail industry but is on course to disrupt multiple other industries including entertainment, home management, shipping, and logistics, among others. To wind up the day, executives attending the Leading Digital Transformation program visited Amazon to learn what makes the company so innovative. In 1996, Amazon opened its doors as an online seller, but Jeff Bezos, with a background in finance, understood that the future of commerce would be built on efficiency, not inventory. Having a massive book wholesaler in Seattle was one of the main reasons Bezos opted to start with books, as it gave Amazon the ability to maintain a massive digital inventory without having to maintain any physical inventory.<\/p>\n\n\n\n Today, the tech company, as indeed it is, continues to follow this philosophy by entering markets that are ripe for disruption through more efficient processes underpinned by software capabilities. Whether cloud computing (AWS,) shipping and logistics (Prime and Now,) or retail (Marketplace), Amazon continues to aggressively seek ways to become more efficient and disruptive. Casualties of this innovation agility not only include competitors but Amazon\u2019s own products, such as is the case with the Kindle cannibalizing Amazon\u2019s physical book business, or the Amazon Echo, which sprouted from the epic failure that was the Fire Phone<\/a>. What companies can learn from Amazon is the impermanence of any competitive advantage and the need to build a customer-centric organization. As Bezos says, \u201cOur customers are loyal to us right up until the second somebody offers them a better service.\u201d<\/p>\n\n\n\n Besides the three experiences outlined above, program attendants also got the opportunity to test drive Tesla vehicles and experience the future of transport or transport-as-a-service. Through the day\u2019s experiences, attendants were challenged to rethink their organizations\u2019 innovation agendas considering what they had learned. They came away with a fresh perspective and deeper insights into how software is indeed eating the world, and the urgent need for companies across all industries to embrace digital transformation. In day two of the program, attendants learned about the next generation of digital technologies like blockchain, AI, and IoT and how these technologies are fueling the rapid realization of the 4th industrial revolution.<\/p>\n\n\n\n Vingroup<\/a>, a leading real estate and retail conglomerate in Vietnam, knows better than most the value of innovation. Founded in 1993 as a dried foods producer, the company expanded rapidly into new industries \u2013 property, healthcare, education, entertainment \u2013 and is now made up of tens of thousands of employees spread across dozens of subsidiaries. The latest of these, VinTech, was launched in August \u2013 and is at the heart of Vingroup\u2019s plan to become an international Technology-Industry-Service group within the next decade.<\/p>\n\n\n\n Embracing new technology is more than a strategic play for Vingroup. The software industry in Vietnam is small but blooming, growing an average of 20-25% per year since 2001, and the traditional sectors in which Vingroup operates are prime targets for technological disruption. By stepping into the tech sector themselves, Vingroup aims to become the leader of a new market and bring their current businesses into the future, all in one fell swoop.<\/p>\n\n\n\n Executives from VinTech came to SVIC for a custom four-day immersion program into the heart of Silicon Valley innovation culture. Their goal is to bring the Silicon Valley model back home in the form of VinTech City \u2013 70 hectares of land in Hanoi that the company hopes will become the cradle of technology in Vietnam. VinTech will build office buildings, data centers, and accommodation to host startups, scientific researchers, tech incubators, and more. Their objectives in visiting Silicon Valley were thus:<\/p>\n\n\n\n VinTech\u2019s program began with an introduction to the history of Silicon Valley at the Stanford University campus. Stanford is one of the most successful schools worldwide in producing company founders, funding student ventures, and facilitating technology transfer \u2013 second only to UC Berkeley, whose groundbreaking Innovation Group (BIG) VinTech heard from too. By exploring these breeding grounds for technological progress, the VinTech executives got a personal taste of the culture that produced Silicon Valley \u2013 and first-hand knowledge of how to go about replicating it.<\/p>\n\n\n\n The co-founder of BIG explained this replicability in his Design Thinking Workshop by stressing that innovation is a \u201cscalable, repeatable process\u201d based on four components: discovery, insights, ideation, and experimentation. Armed with these principles and a clear guideline for implementation, VinTech was able to sharpen their vision for a Vietnamese tech industry capable of rapid, sustained growth.<\/p>\n\n\n\n Learning how to start innovating is one thing; learning how to stay <\/i>innovative is quite another. To understand how some of the world\u2019s biggest tech companies continue to transform in the face of corporate inertia, VinTech visited the campuses of giants like Google, Apple, and Facebook.<\/p>\n\n\n\n The Engineering Director at Google shared one secret to sustaining innovation: empowering employees. Because VinTech plans to help develop 100,000 engineers over the next decade, this part of the program was of particular help. The executives wanted to know what to look for in new hires to maintain a lean company culture, as well as how to differentiate between employee incompetence and mistakes made in the pursuit of progress. Understanding the difference between structural weaknesses and teachable failures is a crucial tenet of the agile philosophy that allows Google to fail fast and follow success.<\/p>\n\n\n\n Later in the program, VinTech heard from the Principal Engineer of Cisco\u2019s Strategic Innovation Group on their digital transformation journey<\/a>. Cisco \u2013 ancient by tech industry standards, founded in 1984 \u2013 has had to pivot from one networking technology to another to stay relevant in a constantly shifting landscape. In the Internet of Everything era, they run Innovation Centers designed to help them stay ahead of the game. The VinTech executives learned about Cisco\u2019s process for generating ideas and asked about the financial, temporal, and labor costs of constant iteration. As the success of Cisco and Silicon Valley implies, the price is worth it. In learning how to anticipate and calculate them, VinTech can now build the cost of innovation directly into their models for a new industry.<\/p>\n\n\n\n If innovation in one company is worth the price, innovation across many companies is worth a fortune. VinTech had the opportunity to visit startup accelerators, venture funds, and corporate innovation consultancies committed to bringing the benefits of Silicon Valley worldwide. The executives learned about the latest ideas being used to leverage emerging global networks of multi-industry partnerships. Developing local accelerators and partnering with international companies is an untapped opportunity in Asia and a central part of VinTech\u2019s plans to jumpstart the Vietnamese tech industry.<\/p>\n\n\n\n At RocketSpace, one such international start-up accelerator that provides velocity (\u201cboth speed and direction\u201d) to companies of all shapes and sizes, VinTech learned that a foundation of open collaboration is a fast track to the future. The founder of RocketSpace shared how his company brings entrepreneurs, startups, and corporate professionals together to capitalize on multiple threads of innovation at once. VinTech took away valuable lessons in fostering collaboration within their industry \u2013 and a potential partnership of their own with RocketSpace, with which they secured another meeting.<\/p>\n\n\n\n VinTech came to SVIC looking to understand what makes the Silicon Valley ecosystem thrive. They wanted to understand the cultures and values that have produced so many successful companies, and \u2013 more importantly \u2013 the tools, techniques, methodologies, and people that allow these companies to continue to grow and shape the world economy. VinTech executives learned how to create and foster a culture of innovation, collaboration, and employee empowerment even as companies scale. They went back to Vietnam with valuable networking experience and new international colleagues, first-hand impressions of successful company cultures, and a potential partnership in RocketSpace.<\/p>\n\n\n\n In-depth, up-front experience of Silicon Valley innovation through SVIC has primed VinTech to hit the ground running with their creation of a leading international tech industry in Vietnam. As Vingroup\u2019s Deputy General Director Nguy?n Vi?t Quang noted at the signing ceremony for VinTech: \u201cThis is our destiny.\u201d One facet of Silicon Valley culture where no extra guidance is needed: ambition.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n In the day\u2019s second interactive session, Gregory LaBlanc, a lecturer at the Haas School of Business at Berkeley explained how Wal-Mart, using software, eliminated the need for a back-room to store inventory at store level. Instead, software enables the company to make just-in-time inventory deliveries, triggered by point-of-sale software integrated with warehousing and logistics software. Similarly, UPS algorithmically calculates delivery routes, a task that would be infinitely difficult if left to the individuals doing the deliveries. These examples demonstrate how companies thought of as operating in conservative non-tech industries use software to build massive competitive advantages.<\/p>\n\n\n\n All successful companies today are tech companies, all other companies are dead companies, says LaBlanc. His argument for this tough statement aligns with Marc Andreessen\u2019s sentiments on software eating the world. LaBlanc believes that as industries become digitized, companies that do not reinvent themselves as software companies are nothing more than the walking dead. For organizations to avoid this zombie fate, they must understand the ongoing shift to everything-as-a-service. GE understood this and today sells aircraft engines-as-a-service, smart engines that generate terabytes of data, data that is more valuable to GE now than the very engines they build and sell.<\/p>\n\n\n\n Tesla, the electric car maker, is poised to win the race to build viable autonomous cars because of the millions of miles of autonomous car data its vehicles collect each day compared to those collected by competitors. LaBlanc ended his talk by asking attendants a poignant question, \u201cWhat would it mean for your company to become a software company, a services company, and a data company?\u201d This is a question every company, regardless of what industry they are in and whether they sell goods or services, will do well to focus on if they are to survive in today\u2019s rapidly digitizing market landscape.<\/p>\n\n\n\n Amazon has been called the most innovative and customer-centric company on the planet and for a good reason. The behemoth has not only disrupted the retail industry but is on course to disrupt multiple other industries including entertainment, home management, shipping, and logistics, among others. To wind up the day, executives attending the Leading Digital Transformation program visited Amazon to learn what makes the company so innovative. In 1996, Amazon opened its doors as an online seller, but Jeff Bezos, with a background in finance, understood that the future of commerce would be built on efficiency, not inventory. Having a massive book wholesaler in Seattle was one of the main reasons Bezos opted to start with books, as it gave Amazon the ability to maintain a massive digital inventory without having to maintain any physical inventory.<\/p>\n\n\n\n Today, the tech company, as indeed it is, continues to follow this philosophy by entering markets that are ripe for disruption through more efficient processes underpinned by software capabilities. Whether cloud computing (AWS,) shipping and logistics (Prime and Now,) or retail (Marketplace), Amazon continues to aggressively seek ways to become more efficient and disruptive. Casualties of this innovation agility not only include competitors but Amazon\u2019s own products, such as is the case with the Kindle cannibalizing Amazon\u2019s physical book business, or the Amazon Echo, which sprouted from the epic failure that was the Fire Phone<\/a>. What companies can learn from Amazon is the impermanence of any competitive advantage and the need to build a customer-centric organization. As Bezos says, \u201cOur customers are loyal to us right up until the second somebody offers them a better service.\u201d<\/p>\n\n\n\n Besides the three experiences outlined above, program attendants also got the opportunity to test drive Tesla vehicles and experience the future of transport or transport-as-a-service. Through the day\u2019s experiences, attendants were challenged to rethink their organizations\u2019 innovation agendas considering what they had learned. They came away with a fresh perspective and deeper insights into how software is indeed eating the world, and the urgent need for companies across all industries to embrace digital transformation. In day two of the program, attendants learned about the next generation of digital technologies like blockchain, AI, and IoT and how these technologies are fueling the rapid realization of the 4th industrial revolution.<\/p>\n\n\n\n Vingroup<\/a>, a leading real estate and retail conglomerate in Vietnam, knows better than most the value of innovation. Founded in 1993 as a dried foods producer, the company expanded rapidly into new industries \u2013 property, healthcare, education, entertainment \u2013 and is now made up of tens of thousands of employees spread across dozens of subsidiaries. The latest of these, VinTech, was launched in August \u2013 and is at the heart of Vingroup\u2019s plan to become an international Technology-Industry-Service group within the next decade.<\/p>\n\n\n\n Embracing new technology is more than a strategic play for Vingroup. The software industry in Vietnam is small but blooming, growing an average of 20-25% per year since 2001, and the traditional sectors in which Vingroup operates are prime targets for technological disruption. By stepping into the tech sector themselves, Vingroup aims to become the leader of a new market and bring their current businesses into the future, all in one fell swoop.<\/p>\n\n\n\n Executives from VinTech came to SVIC for a custom four-day immersion program into the heart of Silicon Valley innovation culture. Their goal is to bring the Silicon Valley model back home in the form of VinTech City \u2013 70 hectares of land in Hanoi that the company hopes will become the cradle of technology in Vietnam. VinTech will build office buildings, data centers, and accommodation to host startups, scientific researchers, tech incubators, and more. Their objectives in visiting Silicon Valley were thus:<\/p>\n\n\n\n VinTech\u2019s program began with an introduction to the history of Silicon Valley at the Stanford University campus. Stanford is one of the most successful schools worldwide in producing company founders, funding student ventures, and facilitating technology transfer \u2013 second only to UC Berkeley, whose groundbreaking Innovation Group (BIG) VinTech heard from too. By exploring these breeding grounds for technological progress, the VinTech executives got a personal taste of the culture that produced Silicon Valley \u2013 and first-hand knowledge of how to go about replicating it.<\/p>\n\n\n\n The co-founder of BIG explained this replicability in his Design Thinking Workshop by stressing that innovation is a \u201cscalable, repeatable process\u201d based on four components: discovery, insights, ideation, and experimentation. Armed with these principles and a clear guideline for implementation, VinTech was able to sharpen their vision for a Vietnamese tech industry capable of rapid, sustained growth.<\/p>\n\n\n\n Learning how to start innovating is one thing; learning how to stay <\/i>innovative is quite another. To understand how some of the world\u2019s biggest tech companies continue to transform in the face of corporate inertia, VinTech visited the campuses of giants like Google, Apple, and Facebook.<\/p>\n\n\n\n The Engineering Director at Google shared one secret to sustaining innovation: empowering employees. Because VinTech plans to help develop 100,000 engineers over the next decade, this part of the program was of particular help. The executives wanted to know what to look for in new hires to maintain a lean company culture, as well as how to differentiate between employee incompetence and mistakes made in the pursuit of progress. Understanding the difference between structural weaknesses and teachable failures is a crucial tenet of the agile philosophy that allows Google to fail fast and follow success.<\/p>\n\n\n\n Later in the program, VinTech heard from the Principal Engineer of Cisco\u2019s Strategic Innovation Group on their digital transformation journey<\/a>. Cisco \u2013 ancient by tech industry standards, founded in 1984 \u2013 has had to pivot from one networking technology to another to stay relevant in a constantly shifting landscape. In the Internet of Everything era, they run Innovation Centers designed to help them stay ahead of the game. The VinTech executives learned about Cisco\u2019s process for generating ideas and asked about the financial, temporal, and labor costs of constant iteration. As the success of Cisco and Silicon Valley implies, the price is worth it. In learning how to anticipate and calculate them, VinTech can now build the cost of innovation directly into their models for a new industry.<\/p>\n\n\n\n If innovation in one company is worth the price, innovation across many companies is worth a fortune. VinTech had the opportunity to visit startup accelerators, venture funds, and corporate innovation consultancies committed to bringing the benefits of Silicon Valley worldwide. The executives learned about the latest ideas being used to leverage emerging global networks of multi-industry partnerships. Developing local accelerators and partnering with international companies is an untapped opportunity in Asia and a central part of VinTech\u2019s plans to jumpstart the Vietnamese tech industry.<\/p>\n\n\n\n At RocketSpace, one such international start-up accelerator that provides velocity (\u201cboth speed and direction\u201d) to companies of all shapes and sizes, VinTech learned that a foundation of open collaboration is a fast track to the future. The founder of RocketSpace shared how his company brings entrepreneurs, startups, and corporate professionals together to capitalize on multiple threads of innovation at once. VinTech took away valuable lessons in fostering collaboration within their industry \u2013 and a potential partnership of their own with RocketSpace, with which they secured another meeting.<\/p>\n\n\n\n VinTech came to SVIC looking to understand what makes the Silicon Valley ecosystem thrive. They wanted to understand the cultures and values that have produced so many successful companies, and \u2013 more importantly \u2013 the tools, techniques, methodologies, and people that allow these companies to continue to grow and shape the world economy. VinTech executives learned how to create and foster a culture of innovation, collaboration, and employee empowerment even as companies scale. They went back to Vietnam with valuable networking experience and new international colleagues, first-hand impressions of successful company cultures, and a potential partnership in RocketSpace.<\/p>\n\n\n\n In-depth, up-front experience of Silicon Valley innovation through SVIC has primed VinTech to hit the ground running with their creation of a leading international tech industry in Vietnam. As Vingroup\u2019s Deputy General Director Nguy?n Vi?t Quang noted at the signing ceremony for VinTech: \u201cThis is our destiny.\u201d One facet of Silicon Valley culture where no extra guidance is needed: ambition.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n In the day\u2019s second interactive session, Gregory LaBlanc, a lecturer at the Haas School of Business at Berkeley explained how Wal-Mart, using software, eliminated the need for a back-room to store inventory at store level. Instead, software enables the company to make just-in-time inventory deliveries, triggered by point-of-sale software integrated with warehousing and logistics software. Similarly, UPS algorithmically calculates delivery routes, a task that would be infinitely difficult if left to the individuals doing the deliveries. These examples demonstrate how companies thought of as operating in conservative non-tech industries use software to build massive competitive advantages.<\/p>\n\n\n\n All successful companies today are tech companies, all other companies are dead companies, says LaBlanc. His argument for this tough statement aligns with Marc Andreessen\u2019s sentiments on software eating the world. LaBlanc believes that as industries become digitized, companies that do not reinvent themselves as software companies are nothing more than the walking dead. For organizations to avoid this zombie fate, they must understand the ongoing shift to everything-as-a-service. GE understood this and today sells aircraft engines-as-a-service, smart engines that generate terabytes of data, data that is more valuable to GE now than the very engines they build and sell.<\/p>\n\n\n\n Tesla, the electric car maker, is poised to win the race to build viable autonomous cars because of the millions of miles of autonomous car data its vehicles collect each day compared to those collected by competitors. LaBlanc ended his talk by asking attendants a poignant question, \u201cWhat would it mean for your company to become a software company, a services company, and a data company?\u201d This is a question every company, regardless of what industry they are in and whether they sell goods or services, will do well to focus on if they are to survive in today\u2019s rapidly digitizing market landscape.<\/p>\n\n\n\n Amazon has been called the most innovative and customer-centric company on the planet and for a good reason. The behemoth has not only disrupted the retail industry but is on course to disrupt multiple other industries including entertainment, home management, shipping, and logistics, among others. To wind up the day, executives attending the Leading Digital Transformation program visited Amazon to learn what makes the company so innovative. In 1996, Amazon opened its doors as an online seller, but Jeff Bezos, with a background in finance, understood that the future of commerce would be built on efficiency, not inventory. Having a massive book wholesaler in Seattle was one of the main reasons Bezos opted to start with books, as it gave Amazon the ability to maintain a massive digital inventory without having to maintain any physical inventory.<\/p>\n\n\n\n Today, the tech company, as indeed it is, continues to follow this philosophy by entering markets that are ripe for disruption through more efficient processes underpinned by software capabilities. Whether cloud computing (AWS,) shipping and logistics (Prime and Now,) or retail (Marketplace), Amazon continues to aggressively seek ways to become more efficient and disruptive. Casualties of this innovation agility not only include competitors but Amazon\u2019s own products, such as is the case with the Kindle cannibalizing Amazon\u2019s physical book business, or the Amazon Echo, which sprouted from the epic failure that was the Fire Phone<\/a>. What companies can learn from Amazon is the impermanence of any competitive advantage and the need to build a customer-centric organization. As Bezos says, \u201cOur customers are loyal to us right up until the second somebody offers them a better service.\u201d<\/p>\n\n\n\n Besides the three experiences outlined above, program attendants also got the opportunity to test drive Tesla vehicles and experience the future of transport or transport-as-a-service. Through the day\u2019s experiences, attendants were challenged to rethink their organizations\u2019 innovation agendas considering what they had learned. They came away with a fresh perspective and deeper insights into how software is indeed eating the world, and the urgent need for companies across all industries to embrace digital transformation. In day two of the program, attendants learned about the next generation of digital technologies like blockchain, AI, and IoT and how these technologies are fueling the rapid realization of the 4th industrial revolution.<\/p>\n\n\n\n Vingroup<\/a>, a leading real estate and retail conglomerate in Vietnam, knows better than most the value of innovation. Founded in 1993 as a dried foods producer, the company expanded rapidly into new industries \u2013 property, healthcare, education, entertainment \u2013 and is now made up of tens of thousands of employees spread across dozens of subsidiaries. The latest of these, VinTech, was launched in August \u2013 and is at the heart of Vingroup\u2019s plan to become an international Technology-Industry-Service group within the next decade.<\/p>\n\n\n\n Embracing new technology is more than a strategic play for Vingroup. The software industry in Vietnam is small but blooming, growing an average of 20-25% per year since 2001, and the traditional sectors in which Vingroup operates are prime targets for technological disruption. By stepping into the tech sector themselves, Vingroup aims to become the leader of a new market and bring their current businesses into the future, all in one fell swoop.<\/p>\n\n\n\n Executives from VinTech came to SVIC for a custom four-day immersion program into the heart of Silicon Valley innovation culture. Their goal is to bring the Silicon Valley model back home in the form of VinTech City \u2013 70 hectares of land in Hanoi that the company hopes will become the cradle of technology in Vietnam. VinTech will build office buildings, data centers, and accommodation to host startups, scientific researchers, tech incubators, and more. Their objectives in visiting Silicon Valley were thus:<\/p>\n\n\n\n VinTech\u2019s program began with an introduction to the history of Silicon Valley at the Stanford University campus. Stanford is one of the most successful schools worldwide in producing company founders, funding student ventures, and facilitating technology transfer \u2013 second only to UC Berkeley, whose groundbreaking Innovation Group (BIG) VinTech heard from too. By exploring these breeding grounds for technological progress, the VinTech executives got a personal taste of the culture that produced Silicon Valley \u2013 and first-hand knowledge of how to go about replicating it.<\/p>\n\n\n\n The co-founder of BIG explained this replicability in his Design Thinking Workshop by stressing that innovation is a \u201cscalable, repeatable process\u201d based on four components: discovery, insights, ideation, and experimentation. Armed with these principles and a clear guideline for implementation, VinTech was able to sharpen their vision for a Vietnamese tech industry capable of rapid, sustained growth.<\/p>\n\n\n\n Learning how to start innovating is one thing; learning how to stay <\/i>innovative is quite another. To understand how some of the world\u2019s biggest tech companies continue to transform in the face of corporate inertia, VinTech visited the campuses of giants like Google, Apple, and Facebook.<\/p>\n\n\n\n The Engineering Director at Google shared one secret to sustaining innovation: empowering employees. Because VinTech plans to help develop 100,000 engineers over the next decade, this part of the program was of particular help. The executives wanted to know what to look for in new hires to maintain a lean company culture, as well as how to differentiate between employee incompetence and mistakes made in the pursuit of progress. Understanding the difference between structural weaknesses and teachable failures is a crucial tenet of the agile philosophy that allows Google to fail fast and follow success.<\/p>\n\n\n\n Later in the program, VinTech heard from the Principal Engineer of Cisco\u2019s Strategic Innovation Group on their digital transformation journey<\/a>. Cisco \u2013 ancient by tech industry standards, founded in 1984 \u2013 has had to pivot from one networking technology to another to stay relevant in a constantly shifting landscape. In the Internet of Everything era, they run Innovation Centers designed to help them stay ahead of the game. The VinTech executives learned about Cisco\u2019s process for generating ideas and asked about the financial, temporal, and labor costs of constant iteration. As the success of Cisco and Silicon Valley implies, the price is worth it. In learning how to anticipate and calculate them, VinTech can now build the cost of innovation directly into their models for a new industry.<\/p>\n\n\n\n If innovation in one company is worth the price, innovation across many companies is worth a fortune. VinTech had the opportunity to visit startup accelerators, venture funds, and corporate innovation consultancies committed to bringing the benefits of Silicon Valley worldwide. The executives learned about the latest ideas being used to leverage emerging global networks of multi-industry partnerships. Developing local accelerators and partnering with international companies is an untapped opportunity in Asia and a central part of VinTech\u2019s plans to jumpstart the Vietnamese tech industry.<\/p>\n\n\n\n At RocketSpace, one such international start-up accelerator that provides velocity (\u201cboth speed and direction\u201d) to companies of all shapes and sizes, VinTech learned that a foundation of open collaboration is a fast track to the future. The founder of RocketSpace shared how his company brings entrepreneurs, startups, and corporate professionals together to capitalize on multiple threads of innovation at once. VinTech took away valuable lessons in fostering collaboration within their industry \u2013 and a potential partnership of their own with RocketSpace, with which they secured another meeting.<\/p>\n\n\n\n VinTech came to SVIC looking to understand what makes the Silicon Valley ecosystem thrive. They wanted to understand the cultures and values that have produced so many successful companies, and \u2013 more importantly \u2013 the tools, techniques, methodologies, and people that allow these companies to continue to grow and shape the world economy. VinTech executives learned how to create and foster a culture of innovation, collaboration, and employee empowerment even as companies scale. They went back to Vietnam with valuable networking experience and new international colleagues, first-hand impressions of successful company cultures, and a potential partnership in RocketSpace.<\/p>\n\n\n\n In-depth, up-front experience of Silicon Valley innovation through SVIC has primed VinTech to hit the ground running with their creation of a leading international tech industry in Vietnam. As Vingroup\u2019s Deputy General Director Nguy?n Vi?t Quang noted at the signing ceremony for VinTech: \u201cThis is our destiny.\u201d One facet of Silicon Valley culture where no extra guidance is needed: ambition.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n Oracle is leading the charge in enterprise cloud computing. A senior director, Cloud Global Trade Management at Oracle was on hand to offer key insights into the disruptive opportunities these rapid advances in cloud computing offer companies today. Massive companies like Apple, Pixar, eBay, BMW, Netflix, Alcatel-Lucent, Adobe Systems, AOL and others today use third-party cloud service providers like Oracle, AWS and Microsoft Azure to accelerate their digital competencies at a fraction of the price they would if they used their own infrastructure. This has helped them deliver services faster and more efficiently while spending less on server infrastructure. Companies targeting digital transformation must include cloud in their innovation agendas if they are to pivot into 21st century digital-first companies successfully.<\/p>\n\n\n\n In the day\u2019s second interactive session, Gregory LaBlanc, a lecturer at the Haas School of Business at Berkeley explained how Wal-Mart, using software, eliminated the need for a back-room to store inventory at store level. Instead, software enables the company to make just-in-time inventory deliveries, triggered by point-of-sale software integrated with warehousing and logistics software. Similarly, UPS algorithmically calculates delivery routes, a task that would be infinitely difficult if left to the individuals doing the deliveries. These examples demonstrate how companies thought of as operating in conservative non-tech industries use software to build massive competitive advantages.<\/p>\n\n\n\n All successful companies today are tech companies, all other companies are dead companies, says LaBlanc. His argument for this tough statement aligns with Marc Andreessen\u2019s sentiments on software eating the world. LaBlanc believes that as industries become digitized, companies that do not reinvent themselves as software companies are nothing more than the walking dead. For organizations to avoid this zombie fate, they must understand the ongoing shift to everything-as-a-service. GE understood this and today sells aircraft engines-as-a-service, smart engines that generate terabytes of data, data that is more valuable to GE now than the very engines they build and sell.<\/p>\n\n\n\n Tesla, the electric car maker, is poised to win the race to build viable autonomous cars because of the millions of miles of autonomous car data its vehicles collect each day compared to those collected by competitors. LaBlanc ended his talk by asking attendants a poignant question, \u201cWhat would it mean for your company to become a software company, a services company, and a data company?\u201d This is a question every company, regardless of what industry they are in and whether they sell goods or services, will do well to focus on if they are to survive in today\u2019s rapidly digitizing market landscape.<\/p>\n\n\n\n Amazon has been called the most innovative and customer-centric company on the planet and for a good reason. The behemoth has not only disrupted the retail industry but is on course to disrupt multiple other industries including entertainment, home management, shipping, and logistics, among others. To wind up the day, executives attending the Leading Digital Transformation program visited Amazon to learn what makes the company so innovative. In 1996, Amazon opened its doors as an online seller, but Jeff Bezos, with a background in finance, understood that the future of commerce would be built on efficiency, not inventory. Having a massive book wholesaler in Seattle was one of the main reasons Bezos opted to start with books, as it gave Amazon the ability to maintain a massive digital inventory without having to maintain any physical inventory.<\/p>\n\n\n\n Today, the tech company, as indeed it is, continues to follow this philosophy by entering markets that are ripe for disruption through more efficient processes underpinned by software capabilities. Whether cloud computing (AWS,) shipping and logistics (Prime and Now,) or retail (Marketplace), Amazon continues to aggressively seek ways to become more efficient and disruptive. Casualties of this innovation agility not only include competitors but Amazon\u2019s own products, such as is the case with the Kindle cannibalizing Amazon\u2019s physical book business, or the Amazon Echo, which sprouted from the epic failure that was the Fire Phone<\/a>. What companies can learn from Amazon is the impermanence of any competitive advantage and the need to build a customer-centric organization. As Bezos says, \u201cOur customers are loyal to us right up until the second somebody offers them a better service.\u201d<\/p>\n\n\n\n Besides the three experiences outlined above, program attendants also got the opportunity to test drive Tesla vehicles and experience the future of transport or transport-as-a-service. Through the day\u2019s experiences, attendants were challenged to rethink their organizations\u2019 innovation agendas considering what they had learned. They came away with a fresh perspective and deeper insights into how software is indeed eating the world, and the urgent need for companies across all industries to embrace digital transformation. In day two of the program, attendants learned about the next generation of digital technologies like blockchain, AI, and IoT and how these technologies are fueling the rapid realization of the 4th industrial revolution.<\/p>\n\n\n\n Vingroup<\/a>, a leading real estate and retail conglomerate in Vietnam, knows better than most the value of innovation. Founded in 1993 as a dried foods producer, the company expanded rapidly into new industries \u2013 property, healthcare, education, entertainment \u2013 and is now made up of tens of thousands of employees spread across dozens of subsidiaries. The latest of these, VinTech, was launched in August \u2013 and is at the heart of Vingroup\u2019s plan to become an international Technology-Industry-Service group within the next decade.<\/p>\n\n\n\n Embracing new technology is more than a strategic play for Vingroup. The software industry in Vietnam is small but blooming, growing an average of 20-25% per year since 2001, and the traditional sectors in which Vingroup operates are prime targets for technological disruption. By stepping into the tech sector themselves, Vingroup aims to become the leader of a new market and bring their current businesses into the future, all in one fell swoop.<\/p>\n\n\n\n Executives from VinTech came to SVIC for a custom four-day immersion program into the heart of Silicon Valley innovation culture. Their goal is to bring the Silicon Valley model back home in the form of VinTech City \u2013 70 hectares of land in Hanoi that the company hopes will become the cradle of technology in Vietnam. VinTech will build office buildings, data centers, and accommodation to host startups, scientific researchers, tech incubators, and more. Their objectives in visiting Silicon Valley were thus:<\/p>\n\n\n\n VinTech\u2019s program began with an introduction to the history of Silicon Valley at the Stanford University campus. Stanford is one of the most successful schools worldwide in producing company founders, funding student ventures, and facilitating technology transfer \u2013 second only to UC Berkeley, whose groundbreaking Innovation Group (BIG) VinTech heard from too. By exploring these breeding grounds for technological progress, the VinTech executives got a personal taste of the culture that produced Silicon Valley \u2013 and first-hand knowledge of how to go about replicating it.<\/p>\n\n\n\n The co-founder of BIG explained this replicability in his Design Thinking Workshop by stressing that innovation is a \u201cscalable, repeatable process\u201d based on four components: discovery, insights, ideation, and experimentation. Armed with these principles and a clear guideline for implementation, VinTech was able to sharpen their vision for a Vietnamese tech industry capable of rapid, sustained growth.<\/p>\n\n\n\n Learning how to start innovating is one thing; learning how to stay <\/i>innovative is quite another. To understand how some of the world\u2019s biggest tech companies continue to transform in the face of corporate inertia, VinTech visited the campuses of giants like Google, Apple, and Facebook.<\/p>\n\n\n\n The Engineering Director at Google shared one secret to sustaining innovation: empowering employees. Because VinTech plans to help develop 100,000 engineers over the next decade, this part of the program was of particular help. The executives wanted to know what to look for in new hires to maintain a lean company culture, as well as how to differentiate between employee incompetence and mistakes made in the pursuit of progress. Understanding the difference between structural weaknesses and teachable failures is a crucial tenet of the agile philosophy that allows Google to fail fast and follow success.<\/p>\n\n\n\n Later in the program, VinTech heard from the Principal Engineer of Cisco\u2019s Strategic Innovation Group on their digital transformation journey<\/a>. Cisco \u2013 ancient by tech industry standards, founded in 1984 \u2013 has had to pivot from one networking technology to another to stay relevant in a constantly shifting landscape. In the Internet of Everything era, they run Innovation Centers designed to help them stay ahead of the game. The VinTech executives learned about Cisco\u2019s process for generating ideas and asked about the financial, temporal, and labor costs of constant iteration. As the success of Cisco and Silicon Valley implies, the price is worth it. In learning how to anticipate and calculate them, VinTech can now build the cost of innovation directly into their models for a new industry.<\/p>\n\n\n\n If innovation in one company is worth the price, innovation across many companies is worth a fortune. VinTech had the opportunity to visit startup accelerators, venture funds, and corporate innovation consultancies committed to bringing the benefits of Silicon Valley worldwide. The executives learned about the latest ideas being used to leverage emerging global networks of multi-industry partnerships. Developing local accelerators and partnering with international companies is an untapped opportunity in Asia and a central part of VinTech\u2019s plans to jumpstart the Vietnamese tech industry.<\/p>\n\n\n\n At RocketSpace, one such international start-up accelerator that provides velocity (\u201cboth speed and direction\u201d) to companies of all shapes and sizes, VinTech learned that a foundation of open collaboration is a fast track to the future. The founder of RocketSpace shared how his company brings entrepreneurs, startups, and corporate professionals together to capitalize on multiple threads of innovation at once. VinTech took away valuable lessons in fostering collaboration within their industry \u2013 and a potential partnership of their own with RocketSpace, with which they secured another meeting.<\/p>\n\n\n\n VinTech came to SVIC looking to understand what makes the Silicon Valley ecosystem thrive. They wanted to understand the cultures and values that have produced so many successful companies, and \u2013 more importantly \u2013 the tools, techniques, methodologies, and people that allow these companies to continue to grow and shape the world economy. VinTech executives learned how to create and foster a culture of innovation, collaboration, and employee empowerment even as companies scale. They went back to Vietnam with valuable networking experience and new international colleagues, first-hand impressions of successful company cultures, and a potential partnership in RocketSpace.<\/p>\n\n\n\n In-depth, up-front experience of Silicon Valley innovation through SVIC has primed VinTech to hit the ground running with their creation of a leading international tech industry in Vietnam. As Vingroup\u2019s Deputy General Director Nguy?n Vi?t Quang noted at the signing ceremony for VinTech: \u201cThis is our destiny.\u201d One facet of Silicon Valley culture where no extra guidance is needed: ambition.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n For most corporate executives, the term cloud is synonymous with software-as-a-service and often denotes the deployment of services over either a private or public network. Cloud, today, is a far more expansive term than this. Consider that today Amazon Web Services (AWS) offers over 200 high-level services on its cloud infrastructure. On a granular level, this translates to over a thousand services and microservices deployable via the cloud. This rapid growth in availability of such cloud services, including the invention and advancement in containerization solutions like Docker and Kubernetes, has created a monumental opportunity for businesses to move services to the cloud.<\/p>\n\n\n\n Oracle is leading the charge in enterprise cloud computing. A senior director, Cloud Global Trade Management at Oracle was on hand to offer key insights into the disruptive opportunities these rapid advances in cloud computing offer companies today. Massive companies like Apple, Pixar, eBay, BMW, Netflix, Alcatel-Lucent, Adobe Systems, AOL and others today use third-party cloud service providers like Oracle, AWS and Microsoft Azure to accelerate their digital competencies at a fraction of the price they would if they used their own infrastructure. This has helped them deliver services faster and more efficiently while spending less on server infrastructure. Companies targeting digital transformation must include cloud in their innovation agendas if they are to pivot into 21st century digital-first companies successfully.<\/p>\n\n\n\n In the day\u2019s second interactive session, Gregory LaBlanc, a lecturer at the Haas School of Business at Berkeley explained how Wal-Mart, using software, eliminated the need for a back-room to store inventory at store level. Instead, software enables the company to make just-in-time inventory deliveries, triggered by point-of-sale software integrated with warehousing and logistics software. Similarly, UPS algorithmically calculates delivery routes, a task that would be infinitely difficult if left to the individuals doing the deliveries. These examples demonstrate how companies thought of as operating in conservative non-tech industries use software to build massive competitive advantages.<\/p>\n\n\n\n All successful companies today are tech companies, all other companies are dead companies, says LaBlanc. His argument for this tough statement aligns with Marc Andreessen\u2019s sentiments on software eating the world. LaBlanc believes that as industries become digitized, companies that do not reinvent themselves as software companies are nothing more than the walking dead. For organizations to avoid this zombie fate, they must understand the ongoing shift to everything-as-a-service. GE understood this and today sells aircraft engines-as-a-service, smart engines that generate terabytes of data, data that is more valuable to GE now than the very engines they build and sell.<\/p>\n\n\n\n Tesla, the electric car maker, is poised to win the race to build viable autonomous cars because of the millions of miles of autonomous car data its vehicles collect each day compared to those collected by competitors. LaBlanc ended his talk by asking attendants a poignant question, \u201cWhat would it mean for your company to become a software company, a services company, and a data company?\u201d This is a question every company, regardless of what industry they are in and whether they sell goods or services, will do well to focus on if they are to survive in today\u2019s rapidly digitizing market landscape.<\/p>\n\n\n\n Amazon has been called the most innovative and customer-centric company on the planet and for a good reason. The behemoth has not only disrupted the retail industry but is on course to disrupt multiple other industries including entertainment, home management, shipping, and logistics, among others. To wind up the day, executives attending the Leading Digital Transformation program visited Amazon to learn what makes the company so innovative. In 1996, Amazon opened its doors as an online seller, but Jeff Bezos, with a background in finance, understood that the future of commerce would be built on efficiency, not inventory. Having a massive book wholesaler in Seattle was one of the main reasons Bezos opted to start with books, as it gave Amazon the ability to maintain a massive digital inventory without having to maintain any physical inventory.<\/p>\n\n\n\n Today, the tech company, as indeed it is, continues to follow this philosophy by entering markets that are ripe for disruption through more efficient processes underpinned by software capabilities. Whether cloud computing (AWS,) shipping and logistics (Prime and Now,) or retail (Marketplace), Amazon continues to aggressively seek ways to become more efficient and disruptive. Casualties of this innovation agility not only include competitors but Amazon\u2019s own products, such as is the case with the Kindle cannibalizing Amazon\u2019s physical book business, or the Amazon Echo, which sprouted from the epic failure that was the Fire Phone<\/a>. What companies can learn from Amazon is the impermanence of any competitive advantage and the need to build a customer-centric organization. As Bezos says, \u201cOur customers are loyal to us right up until the second somebody offers them a better service.\u201d<\/p>\n\n\n\n Besides the three experiences outlined above, program attendants also got the opportunity to test drive Tesla vehicles and experience the future of transport or transport-as-a-service. Through the day\u2019s experiences, attendants were challenged to rethink their organizations\u2019 innovation agendas considering what they had learned. They came away with a fresh perspective and deeper insights into how software is indeed eating the world, and the urgent need for companies across all industries to embrace digital transformation. In day two of the program, attendants learned about the next generation of digital technologies like blockchain, AI, and IoT and how these technologies are fueling the rapid realization of the 4th industrial revolution.<\/p>\n\n\n\n Vingroup<\/a>, a leading real estate and retail conglomerate in Vietnam, knows better than most the value of innovation. Founded in 1993 as a dried foods producer, the company expanded rapidly into new industries \u2013 property, healthcare, education, entertainment \u2013 and is now made up of tens of thousands of employees spread across dozens of subsidiaries. The latest of these, VinTech, was launched in August \u2013 and is at the heart of Vingroup\u2019s plan to become an international Technology-Industry-Service group within the next decade.<\/p>\n\n\n\n Embracing new technology is more than a strategic play for Vingroup. The software industry in Vietnam is small but blooming, growing an average of 20-25% per year since 2001, and the traditional sectors in which Vingroup operates are prime targets for technological disruption. By stepping into the tech sector themselves, Vingroup aims to become the leader of a new market and bring their current businesses into the future, all in one fell swoop.<\/p>\n\n\n\n Executives from VinTech came to SVIC for a custom four-day immersion program into the heart of Silicon Valley innovation culture. Their goal is to bring the Silicon Valley model back home in the form of VinTech City \u2013 70 hectares of land in Hanoi that the company hopes will become the cradle of technology in Vietnam. VinTech will build office buildings, data centers, and accommodation to host startups, scientific researchers, tech incubators, and more. Their objectives in visiting Silicon Valley were thus:<\/p>\n\n\n\n VinTech\u2019s program began with an introduction to the history of Silicon Valley at the Stanford University campus. Stanford is one of the most successful schools worldwide in producing company founders, funding student ventures, and facilitating technology transfer \u2013 second only to UC Berkeley, whose groundbreaking Innovation Group (BIG) VinTech heard from too. By exploring these breeding grounds for technological progress, the VinTech executives got a personal taste of the culture that produced Silicon Valley \u2013 and first-hand knowledge of how to go about replicating it.<\/p>\n\n\n\n The co-founder of BIG explained this replicability in his Design Thinking Workshop by stressing that innovation is a \u201cscalable, repeatable process\u201d based on four components: discovery, insights, ideation, and experimentation. Armed with these principles and a clear guideline for implementation, VinTech was able to sharpen their vision for a Vietnamese tech industry capable of rapid, sustained growth.<\/p>\n\n\n\n Learning how to start innovating is one thing; learning how to stay <\/i>innovative is quite another. To understand how some of the world\u2019s biggest tech companies continue to transform in the face of corporate inertia, VinTech visited the campuses of giants like Google, Apple, and Facebook.<\/p>\n\n\n\n The Engineering Director at Google shared one secret to sustaining innovation: empowering employees. Because VinTech plans to help develop 100,000 engineers over the next decade, this part of the program was of particular help. The executives wanted to know what to look for in new hires to maintain a lean company culture, as well as how to differentiate between employee incompetence and mistakes made in the pursuit of progress. Understanding the difference between structural weaknesses and teachable failures is a crucial tenet of the agile philosophy that allows Google to fail fast and follow success.<\/p>\n\n\n\n Later in the program, VinTech heard from the Principal Engineer of Cisco\u2019s Strategic Innovation Group on their digital transformation journey<\/a>. Cisco \u2013 ancient by tech industry standards, founded in 1984 \u2013 has had to pivot from one networking technology to another to stay relevant in a constantly shifting landscape. In the Internet of Everything era, they run Innovation Centers designed to help them stay ahead of the game. The VinTech executives learned about Cisco\u2019s process for generating ideas and asked about the financial, temporal, and labor costs of constant iteration. As the success of Cisco and Silicon Valley implies, the price is worth it. In learning how to anticipate and calculate them, VinTech can now build the cost of innovation directly into their models for a new industry.<\/p>\n\n\n\n If innovation in one company is worth the price, innovation across many companies is worth a fortune. VinTech had the opportunity to visit startup accelerators, venture funds, and corporate innovation consultancies committed to bringing the benefits of Silicon Valley worldwide. The executives learned about the latest ideas being used to leverage emerging global networks of multi-industry partnerships. Developing local accelerators and partnering with international companies is an untapped opportunity in Asia and a central part of VinTech\u2019s plans to jumpstart the Vietnamese tech industry.<\/p>\n\n\n\n At RocketSpace, one such international start-up accelerator that provides velocity (\u201cboth speed and direction\u201d) to companies of all shapes and sizes, VinTech learned that a foundation of open collaboration is a fast track to the future. The founder of RocketSpace shared how his company brings entrepreneurs, startups, and corporate professionals together to capitalize on multiple threads of innovation at once. VinTech took away valuable lessons in fostering collaboration within their industry \u2013 and a potential partnership of their own with RocketSpace, with which they secured another meeting.<\/p>\n\n\n\n VinTech came to SVIC looking to understand what makes the Silicon Valley ecosystem thrive. They wanted to understand the cultures and values that have produced so many successful companies, and \u2013 more importantly \u2013 the tools, techniques, methodologies, and people that allow these companies to continue to grow and shape the world economy. VinTech executives learned how to create and foster a culture of innovation, collaboration, and employee empowerment even as companies scale. They went back to Vietnam with valuable networking experience and new international colleagues, first-hand impressions of successful company cultures, and a potential partnership in RocketSpace.<\/p>\n\n\n\n In-depth, up-front experience of Silicon Valley innovation through SVIC has primed VinTech to hit the ground running with their creation of a leading international tech industry in Vietnam. As Vingroup\u2019s Deputy General Director Nguy?n Vi?t Quang noted at the signing ceremony for VinTech: \u201cThis is our destiny.\u201d One facet of Silicon Valley culture where no extra guidance is needed: ambition.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n For most corporate executives, the term cloud is synonymous with software-as-a-service and often denotes the deployment of services over either a private or public network. Cloud, today, is a far more expansive term than this. Consider that today Amazon Web Services (AWS) offers over 200 high-level services on its cloud infrastructure. On a granular level, this translates to over a thousand services and microservices deployable via the cloud. This rapid growth in availability of such cloud services, including the invention and advancement in containerization solutions like Docker and Kubernetes, has created a monumental opportunity for businesses to move services to the cloud.<\/p>\n\n\n\n Oracle is leading the charge in enterprise cloud computing. A senior director, Cloud Global Trade Management at Oracle was on hand to offer key insights into the disruptive opportunities these rapid advances in cloud computing offer companies today. Massive companies like Apple, Pixar, eBay, BMW, Netflix, Alcatel-Lucent, Adobe Systems, AOL and others today use third-party cloud service providers like Oracle, AWS and Microsoft Azure to accelerate their digital competencies at a fraction of the price they would if they used their own infrastructure. This has helped them deliver services faster and more efficiently while spending less on server infrastructure. Companies targeting digital transformation must include cloud in their innovation agendas if they are to pivot into 21st century digital-first companies successfully.<\/p>\n\n\n\n In the day\u2019s second interactive session, Gregory LaBlanc, a lecturer at the Haas School of Business at Berkeley explained how Wal-Mart, using software, eliminated the need for a back-room to store inventory at store level. Instead, software enables the company to make just-in-time inventory deliveries, triggered by point-of-sale software integrated with warehousing and logistics software. Similarly, UPS algorithmically calculates delivery routes, a task that would be infinitely difficult if left to the individuals doing the deliveries. These examples demonstrate how companies thought of as operating in conservative non-tech industries use software to build massive competitive advantages.<\/p>\n\n\n\n All successful companies today are tech companies, all other companies are dead companies, says LaBlanc. His argument for this tough statement aligns with Marc Andreessen\u2019s sentiments on software eating the world. LaBlanc believes that as industries become digitized, companies that do not reinvent themselves as software companies are nothing more than the walking dead. For organizations to avoid this zombie fate, they must understand the ongoing shift to everything-as-a-service. GE understood this and today sells aircraft engines-as-a-service, smart engines that generate terabytes of data, data that is more valuable to GE now than the very engines they build and sell.<\/p>\n\n\n\n Tesla, the electric car maker, is poised to win the race to build viable autonomous cars because of the millions of miles of autonomous car data its vehicles collect each day compared to those collected by competitors. LaBlanc ended his talk by asking attendants a poignant question, \u201cWhat would it mean for your company to become a software company, a services company, and a data company?\u201d This is a question every company, regardless of what industry they are in and whether they sell goods or services, will do well to focus on if they are to survive in today\u2019s rapidly digitizing market landscape.<\/p>\n\n\n\n Amazon has been called the most innovative and customer-centric company on the planet and for a good reason. The behemoth has not only disrupted the retail industry but is on course to disrupt multiple other industries including entertainment, home management, shipping, and logistics, among others. To wind up the day, executives attending the Leading Digital Transformation program visited Amazon to learn what makes the company so innovative. In 1996, Amazon opened its doors as an online seller, but Jeff Bezos, with a background in finance, understood that the future of commerce would be built on efficiency, not inventory. Having a massive book wholesaler in Seattle was one of the main reasons Bezos opted to start with books, as it gave Amazon the ability to maintain a massive digital inventory without having to maintain any physical inventory.<\/p>\n\n\n\n Today, the tech company, as indeed it is, continues to follow this philosophy by entering markets that are ripe for disruption through more efficient processes underpinned by software capabilities. Whether cloud computing (AWS,) shipping and logistics (Prime and Now,) or retail (Marketplace), Amazon continues to aggressively seek ways to become more efficient and disruptive. Casualties of this innovation agility not only include competitors but Amazon\u2019s own products, such as is the case with the Kindle cannibalizing Amazon\u2019s physical book business, or the Amazon Echo, which sprouted from the epic failure that was the Fire Phone<\/a>. What companies can learn from Amazon is the impermanence of any competitive advantage and the need to build a customer-centric organization. As Bezos says, \u201cOur customers are loyal to us right up until the second somebody offers them a better service.\u201d<\/p>\n\n\n\n Besides the three experiences outlined above, program attendants also got the opportunity to test drive Tesla vehicles and experience the future of transport or transport-as-a-service. Through the day\u2019s experiences, attendants were challenged to rethink their organizations\u2019 innovation agendas considering what they had learned. They came away with a fresh perspective and deeper insights into how software is indeed eating the world, and the urgent need for companies across all industries to embrace digital transformation. In day two of the program, attendants learned about the next generation of digital technologies like blockchain, AI, and IoT and how these technologies are fueling the rapid realization of the 4th industrial revolution.<\/p>\n\n\n\n Vingroup<\/a>, a leading real estate and retail conglomerate in Vietnam, knows better than most the value of innovation. Founded in 1993 as a dried foods producer, the company expanded rapidly into new industries \u2013 property, healthcare, education, entertainment \u2013 and is now made up of tens of thousands of employees spread across dozens of subsidiaries. The latest of these, VinTech, was launched in August \u2013 and is at the heart of Vingroup\u2019s plan to become an international Technology-Industry-Service group within the next decade.<\/p>\n\n\n\n Embracing new technology is more than a strategic play for Vingroup. The software industry in Vietnam is small but blooming, growing an average of 20-25% per year since 2001, and the traditional sectors in which Vingroup operates are prime targets for technological disruption. By stepping into the tech sector themselves, Vingroup aims to become the leader of a new market and bring their current businesses into the future, all in one fell swoop.<\/p>\n\n\n\n Executives from VinTech came to SVIC for a custom four-day immersion program into the heart of Silicon Valley innovation culture. Their goal is to bring the Silicon Valley model back home in the form of VinTech City \u2013 70 hectares of land in Hanoi that the company hopes will become the cradle of technology in Vietnam. VinTech will build office buildings, data centers, and accommodation to host startups, scientific researchers, tech incubators, and more. Their objectives in visiting Silicon Valley were thus:<\/p>\n\n\n\n VinTech\u2019s program began with an introduction to the history of Silicon Valley at the Stanford University campus. Stanford is one of the most successful schools worldwide in producing company founders, funding student ventures, and facilitating technology transfer \u2013 second only to UC Berkeley, whose groundbreaking Innovation Group (BIG) VinTech heard from too. By exploring these breeding grounds for technological progress, the VinTech executives got a personal taste of the culture that produced Silicon Valley \u2013 and first-hand knowledge of how to go about replicating it.<\/p>\n\n\n\n The co-founder of BIG explained this replicability in his Design Thinking Workshop by stressing that innovation is a \u201cscalable, repeatable process\u201d based on four components: discovery, insights, ideation, and experimentation. Armed with these principles and a clear guideline for implementation, VinTech was able to sharpen their vision for a Vietnamese tech industry capable of rapid, sustained growth.<\/p>\n\n\n\n Learning how to start innovating is one thing; learning how to stay <\/i>innovative is quite another. To understand how some of the world\u2019s biggest tech companies continue to transform in the face of corporate inertia, VinTech visited the campuses of giants like Google, Apple, and Facebook.<\/p>\n\n\n\n The Engineering Director at Google shared one secret to sustaining innovation: empowering employees. Because VinTech plans to help develop 100,000 engineers over the next decade, this part of the program was of particular help. The executives wanted to know what to look for in new hires to maintain a lean company culture, as well as how to differentiate between employee incompetence and mistakes made in the pursuit of progress. Understanding the difference between structural weaknesses and teachable failures is a crucial tenet of the agile philosophy that allows Google to fail fast and follow success.<\/p>\n\n\n\n Later in the program, VinTech heard from the Principal Engineer of Cisco\u2019s Strategic Innovation Group on their digital transformation journey<\/a>. Cisco \u2013 ancient by tech industry standards, founded in 1984 \u2013 has had to pivot from one networking technology to another to stay relevant in a constantly shifting landscape. In the Internet of Everything era, they run Innovation Centers designed to help them stay ahead of the game. The VinTech executives learned about Cisco\u2019s process for generating ideas and asked about the financial, temporal, and labor costs of constant iteration. As the success of Cisco and Silicon Valley implies, the price is worth it. In learning how to anticipate and calculate them, VinTech can now build the cost of innovation directly into their models for a new industry.<\/p>\n\n\n\n If innovation in one company is worth the price, innovation across many companies is worth a fortune. VinTech had the opportunity to visit startup accelerators, venture funds, and corporate innovation consultancies committed to bringing the benefits of Silicon Valley worldwide. The executives learned about the latest ideas being used to leverage emerging global networks of multi-industry partnerships. Developing local accelerators and partnering with international companies is an untapped opportunity in Asia and a central part of VinTech\u2019s plans to jumpstart the Vietnamese tech industry.<\/p>\n\n\n\n At RocketSpace, one such international start-up accelerator that provides velocity (\u201cboth speed and direction\u201d) to companies of all shapes and sizes, VinTech learned that a foundation of open collaboration is a fast track to the future. The founder of RocketSpace shared how his company brings entrepreneurs, startups, and corporate professionals together to capitalize on multiple threads of innovation at once. VinTech took away valuable lessons in fostering collaboration within their industry \u2013 and a potential partnership of their own with RocketSpace, with which they secured another meeting.<\/p>\n\n\n\n VinTech came to SVIC looking to understand what makes the Silicon Valley ecosystem thrive. They wanted to understand the cultures and values that have produced so many successful companies, and \u2013 more importantly \u2013 the tools, techniques, methodologies, and people that allow these companies to continue to grow and shape the world economy. VinTech executives learned how to create and foster a culture of innovation, collaboration, and employee empowerment even as companies scale. They went back to Vietnam with valuable networking experience and new international colleagues, first-hand impressions of successful company cultures, and a potential partnership in RocketSpace.<\/p>\n\n\n\n In-depth, up-front experience of Silicon Valley innovation through SVIC has primed VinTech to hit the ground running with their creation of a leading international tech industry in Vietnam. As Vingroup\u2019s Deputy General Director Nguy?n Vi?t Quang noted at the signing ceremony for VinTech: \u201cThis is our destiny.\u201d One facet of Silicon Valley culture where no extra guidance is needed: ambition.<\/p>\n\n\n\n Rapid advances in digital technologies and the resulting disruptive innovations sweeping multiple industries has made innovation at a corporate level an imperative. This (non-exhaustive) list<\/a> from Investopedia identifies 20 industries that are about to or already undergoing massive disruption fueled by digital technologies. While corporations are responding to this twin threat and opportunity by applying digital transformation methods and other initiatives, there is one weakness these strategies have that can thwart the overall impact of such internal efforts on the corporation\u2019s defensibility and profitability.<\/p>\n\n\n\n This weakness has to do with commercialization of innovation. While most corporations are rushing to incorporate cutting-edge digital technologies into their existing products or create new products altogether, they must be cognizant of the fact that the market will ultimately determine the viability of such innovations. To put it differently, customers will not buy technology, but solutions. This is a strong recommendation Andrew Goldner and Sean Sheppard, co-founders of GrowthX<\/a>, put forward when we spoke with them about commercializing corporate innovation.<\/p>\n\n\n\n \u201cIt starts with the truth,\u201d says Sean. When corporations embark on an innovation agenda, they must start by first determining the truth of the effort they are undertaking. If new product development is underway, the truth could mean determining whether there is product\/market fit, or put differently, whether a market exists for that product, or if a pivot to something different is necessary, or whether to shelve the product altogether. The challenge corporations face is they lack a framework by which to discover this truth. Such a framework is necessary to provide a roadmap that is replicable across all innovations the corporation chooses to undertake.<\/p>\n\n\n\n Undertaking such a framework requires either an internal entrepreneur or an entrepreneur-in-residence, which could be one or a handful of people tasked with rapidly iterating on feedback emanating from the market on a given innovation. This iteration must be done in small non-scalable ways in order to arrive faster at the truth about that innovation. \u201cCan you determine whether or not there is a business model and a way to monetize that innovation? And what does that look like? How big is that opportunity beyond your early customers?\u201d are some of the questions Sean urges corporations to ask about their innovations. The answers to these questions will often point to the truth about the innovation. But in order to embrace this culture of seeking out the truth, organizations must first create and implement functional learning organization.<\/p>\n\n\n\n \u201cYou have to believe that learning leads to revenue and if you do believe that and the organization is behind it, you\u2019re going to find your truth,\u201d counsels Sean. Andrew provides more perspective to this by adding that corporate culture is often a barrier to finding this truth. As entrenched corporate culture and mindsets are difficult to replace, the duo point to a more measured and effective means of achieving incremental change. They call it establishing a functional learning organization. \u201cDo it in very small bits. Try to create functional learning out of small groups and teams,\u201d explains Sean, \u201cto establish measured learning and entrench data-driven decision making.\u201d The importance of starting with measured learning is that it creates momentum that leads to the next step, and then the next.<\/p>\n\n\n\n For this strategy to work, says Sean, \u201cyou actually need to be out interfacing with those customers and those early customers, which you shouldn\u2019t be selling to, you should be recruiting for joint development.\u201d This points to a crucial factor corporations must address throughout their innovation cycles; listening and learning from the market is tied to revenue. As the small units within the organization undergo functional learning and increasingly find the truth about the products they are responsible for, there emerges a direct correlation with the organization\u2019s revenue. Sean sums it up this way, \u201cIf you don\u2019t have that mindset and people don\u2019t buy into the fact that learning leads to revenue, then more often than not (your innovation agenda) is going to fail.\u201d<\/p>\n\n\n\n \u201cWhere we find the biggest gap to be addressed that\u2019s holding most big companies back from the big bets they\u2019re looking to make is the commercialization,\u201d advances Andrew. He goes on to explain that most innovation that goes on in corporations has to do with improving the status quo, not making disruptive big bets. While conversations around innovation may be ongoing within corporations, what is often missing is the how, he says. Sean provides an answer to this dilemma, \u201cWe\u2019ve moved out of this age of developed technology into this age of applied technology where it\u2019s never been easier to get a product to market yet it\u2019s never been harder to sell it.\u201d<\/p>\n\n\n\n This creates a scenario where corporations must put more emphasis on<\/strong> Exponential Growth vs. Linear Growth<\/h2>\n\n\n\n
Customer Behavior vs. Internal Forecasts<\/h2>\n\n\n\n
Beginner Mind vs. Expert Mind<\/h2>\n\n\n\n
Anticipating Exponential Change<\/h2>\n\n\n\n
VIDEO: Interview With Geoff Tuff and Steve Goldbach<\/h1>\n\n\n\n
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Exponential Growth vs. Linear Growth<\/h2>\n\n\n\n
Customer Behavior vs. Internal Forecasts<\/h2>\n\n\n\n
Beginner Mind vs. Expert Mind<\/h2>\n\n\n\n
Anticipating Exponential Change<\/h2>\n\n\n\n
VIDEO: Interview With Geoff Tuff and Steve Goldbach<\/h1>\n\n\n\n
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VIDEO: Interview with Andrew Goldner and Sean Sheppard<\/h1>\n\n\n\n
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VIDEO: Interview with Andrew Goldner and Sean Sheppard<\/h1>\n\n\n\n
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Sustaining Corporate Innovation Commercialization<\/h2>\n\n\n\n
VIDEO: Interview with Andrew Goldner and Sean Sheppard<\/h1>\n\n\n\n
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Sustaining Corporate Innovation Commercialization<\/h2>\n\n\n\n
VIDEO: Interview with Andrew Goldner and Sean Sheppard<\/h1>\n\n\n\n
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Sustaining Corporate Innovation Commercialization<\/h2>\n\n\n\n
VIDEO: Interview with Andrew Goldner and Sean Sheppard<\/h1>\n\n\n\n
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Latest
Sustaining Corporate Innovation Commercialization<\/h2>\n\n\n\n
VIDEO: Interview with Andrew Goldner and Sean Sheppard<\/h1>\n\n\n\n
\n
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Seek Profitability Opportunities<\/h2>\n\n\n\n
Sustaining Corporate Innovation Commercialization<\/h2>\n\n\n\n
VIDEO: Interview with Andrew Goldner and Sean Sheppard<\/h1>\n\n\n\n
\n
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Seek Profitability Opportunities<\/h2>\n\n\n\n
Sustaining Corporate Innovation Commercialization<\/h2>\n\n\n\n
VIDEO: Interview with Andrew Goldner and Sean Sheppard<\/h1>\n\n\n\n
\n
Latest
Seek Profitability Opportunities<\/h2>\n\n\n\n
Sustaining Corporate Innovation Commercialization<\/h2>\n\n\n\n
VIDEO: Interview with Andrew Goldner and Sean Sheppard<\/h1>\n\n\n\n
\n
Latest
Establish Functional Learning Organization<\/h2>\n\n\n\n
Seek Profitability Opportunities<\/h2>\n\n\n\n
Sustaining Corporate Innovation Commercialization<\/h2>\n\n\n\n
VIDEO: Interview with Andrew Goldner and Sean Sheppard<\/h1>\n\n\n\n
\n
Latest
Establish Functional Learning Organization<\/h2>\n\n\n\n
Seek Profitability Opportunities<\/h2>\n\n\n\n
Sustaining Corporate Innovation Commercialization<\/h2>\n\n\n\n
VIDEO: Interview with Andrew Goldner and Sean Sheppard<\/h1>\n\n\n\n
\n
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Establish Functional Learning Organization<\/h2>\n\n\n\n
Seek Profitability Opportunities<\/h2>\n\n\n\n
Sustaining Corporate Innovation Commercialization<\/h2>\n\n\n\n
VIDEO: Interview with Andrew Goldner and Sean Sheppard<\/h1>\n\n\n\n
\n
Latest
Find Your Truth<\/h2>\n\n\n\n
Establish Functional Learning Organization<\/h2>\n\n\n\n
Seek Profitability Opportunities<\/h2>\n\n\n\n
Sustaining Corporate Innovation Commercialization<\/h2>\n\n\n\n
VIDEO: Interview with Andrew Goldner and Sean Sheppard<\/h1>\n\n\n\n
\n
Latest
Find Your Truth<\/h2>\n\n\n\n
Establish Functional Learning Organization<\/h2>\n\n\n\n
Seek Profitability Opportunities<\/h2>\n\n\n\n
Sustaining Corporate Innovation Commercialization<\/h2>\n\n\n\n
VIDEO: Interview with Andrew Goldner and Sean Sheppard<\/h1>\n\n\n\n
\n
Latest
Find Your Truth<\/h2>\n\n\n\n
Establish Functional Learning Organization<\/h2>\n\n\n\n
Seek Profitability Opportunities<\/h2>\n\n\n\n
Sustaining Corporate Innovation Commercialization<\/h2>\n\n\n\n
VIDEO: Interview with Andrew Goldner and Sean Sheppard<\/h1>\n\n\n\n
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<\/a><\/figure><\/div>\n","post_title":"Vingroup Jumpstarts Vietnamese Tech Industry with Silicon Valley Innovation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":619,"post_author":"1","post_date":"2018-11-02 09:21:00","post_date_gmt":"2018-11-02 16:21:00","post_content":"\n
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<\/a><\/figure><\/div>\n","post_title":"Vingroup Jumpstarts Vietnamese Tech Industry with Silicon Valley Innovation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":619,"post_author":"1","post_date":"2018-11-02 09:21:00","post_date_gmt":"2018-11-02 16:21:00","post_content":"\n
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Latest
Taking Silicon Valley Innovation to Heart \u2013 and Hanoi<\/h3>\n\n\n\n
<\/a><\/figure><\/div>\n","post_title":"Vingroup Jumpstarts Vietnamese Tech Industry with Silicon Valley Innovation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":619,"post_author":"1","post_date":"2018-11-02 09:21:00","post_date_gmt":"2018-11-02 16:21:00","post_content":"\n
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Latest
Taking Silicon Valley Innovation to Heart \u2013 and Hanoi<\/h3>\n\n\n\n
<\/a><\/figure><\/div>\n","post_title":"Vingroup Jumpstarts Vietnamese Tech Industry with Silicon Valley Innovation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":619,"post_author":"1","post_date":"2018-11-02 09:21:00","post_date_gmt":"2018-11-02 16:21:00","post_content":"\n
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Latest
Taking Silicon Valley Innovation to Heart \u2013 and Hanoi<\/h3>\n\n\n\n
<\/a><\/figure><\/div>\n","post_title":"Vingroup Jumpstarts Vietnamese Tech Industry with Silicon Valley Innovation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":619,"post_author":"1","post_date":"2018-11-02 09:21:00","post_date_gmt":"2018-11-02 16:21:00","post_content":"\n
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Latest
Strategic Partnerships to Accelerate Growth<\/h3>\n\n\n\n
Taking Silicon Valley Innovation to Heart \u2013 and Hanoi<\/h3>\n\n\n\n
<\/a><\/figure><\/div>\n","post_title":"Vingroup Jumpstarts Vietnamese Tech Industry with Silicon Valley Innovation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":619,"post_author":"1","post_date":"2018-11-02 09:21:00","post_date_gmt":"2018-11-02 16:21:00","post_content":"\n
\n
Latest
Strategic Partnerships to Accelerate Growth<\/h3>\n\n\n\n
Taking Silicon Valley Innovation to Heart \u2013 and Hanoi<\/h3>\n\n\n\n
<\/a><\/figure><\/div>\n","post_title":"Vingroup Jumpstarts Vietnamese Tech Industry with Silicon Valley Innovation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":619,"post_author":"1","post_date":"2018-11-02 09:21:00","post_date_gmt":"2018-11-02 16:21:00","post_content":"\n
\n
Latest
![\"\"](\"https:\/\/siliconvalley.center\/wp-content\/uploads\/2019\/12\/IMG_2344-Cropped.jpg\")
Strategic Partnerships to Accelerate Growth<\/h3>\n\n\n\n
Taking Silicon Valley Innovation to Heart \u2013 and Hanoi<\/h3>\n\n\n\n
<\/a><\/figure><\/div>\n","post_title":"Vingroup Jumpstarts Vietnamese Tech Industry with Silicon Valley Innovation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":619,"post_author":"1","post_date":"2018-11-02 09:21:00","post_date_gmt":"2018-11-02 16:21:00","post_content":"\n
\n
Latest
Strategic Partnerships to Accelerate Growth<\/h3>\n\n\n\n
Taking Silicon Valley Innovation to Heart \u2013 and Hanoi<\/h3>\n\n\n\n
<\/a><\/figure><\/div>\n","post_title":"Vingroup Jumpstarts Vietnamese Tech Industry with Silicon Valley Innovation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":619,"post_author":"1","post_date":"2018-11-02 09:21:00","post_date_gmt":"2018-11-02 16:21:00","post_content":"\n
\n
Latest
Strategic Partnerships to Accelerate Growth<\/h3>\n\n\n\n
Taking Silicon Valley Innovation to Heart \u2013 and Hanoi<\/h3>\n\n\n\n
<\/a><\/figure><\/div>\n","post_title":"Vingroup Jumpstarts Vietnamese Tech Industry with Silicon Valley Innovation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":619,"post_author":"1","post_date":"2018-11-02 09:21:00","post_date_gmt":"2018-11-02 16:21:00","post_content":"\n
\n
Latest
Continuous Digital Transformation<\/h3>\n\n\n\n
Strategic Partnerships to Accelerate Growth<\/h3>\n\n\n\n
Taking Silicon Valley Innovation to Heart \u2013 and Hanoi<\/h3>\n\n\n\n
<\/a><\/figure><\/div>\n","post_title":"Vingroup Jumpstarts Vietnamese Tech Industry with Silicon Valley Innovation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":619,"post_author":"1","post_date":"2018-11-02 09:21:00","post_date_gmt":"2018-11-02 16:21:00","post_content":"\n
\n
Latest
![\"\"](\"https:\/\/siliconvalley.center\/wp-content\/uploads\/2019\/12\/IMG_2287-Cropped.jpg\")
Continuous Digital Transformation<\/h3>\n\n\n\n
Strategic Partnerships to Accelerate Growth<\/h3>\n\n\n\n
Taking Silicon Valley Innovation to Heart \u2013 and Hanoi<\/h3>\n\n\n\n
<\/a><\/figure><\/div>\n","post_title":"Vingroup Jumpstarts Vietnamese Tech Industry with Silicon Valley Innovation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":619,"post_author":"1","post_date":"2018-11-02 09:21:00","post_date_gmt":"2018-11-02 16:21:00","post_content":"\n
\n
Latest
Continuous Digital Transformation<\/h3>\n\n\n\n
Strategic Partnerships to Accelerate Growth<\/h3>\n\n\n\n
Taking Silicon Valley Innovation to Heart \u2013 and Hanoi<\/h3>\n\n\n\n
<\/a><\/figure><\/div>\n","post_title":"Vingroup Jumpstarts Vietnamese Tech Industry with Silicon Valley Innovation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":619,"post_author":"1","post_date":"2018-11-02 09:21:00","post_date_gmt":"2018-11-02 16:21:00","post_content":"\n
\n
Latest
Continuous Digital Transformation<\/h3>\n\n\n\n
Strategic Partnerships to Accelerate Growth<\/h3>\n\n\n\n
Taking Silicon Valley Innovation to Heart \u2013 and Hanoi<\/h3>\n\n\n\n
<\/a><\/figure><\/div>\n","post_title":"Vingroup Jumpstarts Vietnamese Tech Industry with Silicon Valley Innovation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":619,"post_author":"1","post_date":"2018-11-02 09:21:00","post_date_gmt":"2018-11-02 16:21:00","post_content":"\n
\n
Latest
The Birth of Silicon Valley<\/h3>\n\n\n\n
Continuous Digital Transformation<\/h3>\n\n\n\n
Strategic Partnerships to Accelerate Growth<\/h3>\n\n\n\n
Taking Silicon Valley Innovation to Heart \u2013 and Hanoi<\/h3>\n\n\n\n
<\/a><\/figure><\/div>\n","post_title":"Vingroup Jumpstarts Vietnamese Tech Industry with Silicon Valley Innovation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":619,"post_author":"1","post_date":"2018-11-02 09:21:00","post_date_gmt":"2018-11-02 16:21:00","post_content":"\n
\n
Latest
\nhttps:\/\/youtu.be\/NU2wQ44ExBc\n<\/div><\/figure>\n\n\n\n
\nThe Birth of Silicon Valley<\/h3>\n\n\n\n
Continuous Digital Transformation<\/h3>\n\n\n\n
Strategic Partnerships to Accelerate Growth<\/h3>\n\n\n\n
Taking Silicon Valley Innovation to Heart \u2013 and Hanoi<\/h3>\n\n\n\n
<\/a><\/figure><\/div>\n","post_title":"Vingroup Jumpstarts Vietnamese Tech Industry with Silicon Valley Innovation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":619,"post_author":"1","post_date":"2018-11-02 09:21:00","post_date_gmt":"2018-11-02 16:21:00","post_content":"\n
Latest
\nhttps:\/\/youtu.be\/NU2wQ44ExBc\n<\/div><\/figure>\n\n\n\n
\nThe Birth of Silicon Valley<\/h3>\n\n\n\n
Continuous Digital Transformation<\/h3>\n\n\n\n
Strategic Partnerships to Accelerate Growth<\/h3>\n\n\n\n
Taking Silicon Valley Innovation to Heart \u2013 and Hanoi<\/h3>\n\n\n\n
<\/a><\/figure><\/div>\n","post_title":"Vingroup Jumpstarts Vietnamese Tech Industry with Silicon Valley Innovation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":619,"post_author":"1","post_date":"2018-11-02 09:21:00","post_date_gmt":"2018-11-02 16:21:00","post_content":"\n
Latest
\nhttps:\/\/youtu.be\/NU2wQ44ExBc\n<\/div><\/figure>\n\n\n\n
\nThe Birth of Silicon Valley<\/h3>\n\n\n\n
Continuous Digital Transformation<\/h3>\n\n\n\n
Strategic Partnerships to Accelerate Growth<\/h3>\n\n\n\n
Taking Silicon Valley Innovation to Heart \u2013 and Hanoi<\/h3>\n\n\n\n
<\/a><\/figure><\/div>\n","post_title":"Vingroup Jumpstarts Vietnamese Tech Industry with Silicon Valley Innovation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":619,"post_author":"1","post_date":"2018-11-02 09:21:00","post_date_gmt":"2018-11-02 16:21:00","post_content":"\n
Latest
\nhttps:\/\/youtu.be\/NU2wQ44ExBc\n<\/div><\/figure>\n\n\n\n
\nThe Birth of Silicon Valley<\/h3>\n\n\n\n
Continuous Digital Transformation<\/h3>\n\n\n\n
Strategic Partnerships to Accelerate Growth<\/h3>\n\n\n\n
Taking Silicon Valley Innovation to Heart \u2013 and Hanoi<\/h3>\n\n\n\n
<\/a><\/figure><\/div>\n","post_title":"Vingroup Jumpstarts Vietnamese Tech Industry with Silicon Valley Innovation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":619,"post_author":"1","post_date":"2018-11-02 09:21:00","post_date_gmt":"2018-11-02 16:21:00","post_content":"\n
Latest
![\"\"](\"https:\/\/siliconvalley.center\/wp-content\/uploads\/2019\/12\/Leading_Digital_Transformation_Program_Banner_1543x546px_alternate.jpg\"){kind=spacer}
<\/a><\/figure>\n","post_title":"Leading Digital Transformation: Day 1 - Digital Revolution is Here and Now","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"leading-digital-transformation-day-1-digital-revolution-is-here-and-now","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/leading-digital-transformation-day-1-digital-revolution-is-here-and-now\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":612,"post_author":"1","post_date":"2018-11-05 21:40:00","post_date_gmt":"2018-11-06 05:40:00","post_content":"\n\nhttps:\/\/youtu.be\/NU2wQ44ExBc\n<\/div><\/figure>\n\n\n\n
\nThe Birth of Silicon Valley<\/h3>\n\n\n\n
Continuous Digital Transformation<\/h3>\n\n\n\n
Strategic Partnerships to Accelerate Growth<\/h3>\n\n\n\n
Taking Silicon Valley Innovation to Heart \u2013 and Hanoi<\/h3>\n\n\n\n
<\/a><\/figure><\/div>\n","post_title":"Vingroup Jumpstarts Vietnamese Tech Industry with Silicon Valley Innovation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":619,"post_author":"1","post_date":"2018-11-02 09:21:00","post_date_gmt":"2018-11-02 16:21:00","post_content":"\n
Latest
<\/a><\/figure>\n","post_title":"Leading Digital Transformation: Day 1 - Digital Revolution is Here and Now","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"leading-digital-transformation-day-1-digital-revolution-is-here-and-now","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/leading-digital-transformation-day-1-digital-revolution-is-here-and-now\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":612,"post_author":"1","post_date":"2018-11-05 21:40:00","post_date_gmt":"2018-11-06 05:40:00","post_content":"\n\nhttps:\/\/youtu.be\/NU2wQ44ExBc\n<\/div><\/figure>\n\n\n\n
\nThe Birth of Silicon Valley<\/h3>\n\n\n\n
Continuous Digital Transformation<\/h3>\n\n\n\n
Strategic Partnerships to Accelerate Growth<\/h3>\n\n\n\n
Taking Silicon Valley Innovation to Heart \u2013 and Hanoi<\/h3>\n\n\n\n
<\/a><\/figure><\/div>\n","post_title":"Vingroup Jumpstarts Vietnamese Tech Industry with Silicon Valley Innovation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":619,"post_author":"1","post_date":"2018-11-02 09:21:00","post_date_gmt":"2018-11-02 16:21:00","post_content":"\n
Latest
Day 1 Conclusion<\/h2>\n\n\n\n
<\/a><\/figure>\n","post_title":"Leading Digital Transformation: Day 1 - Digital Revolution is Here and Now","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"leading-digital-transformation-day-1-digital-revolution-is-here-and-now","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/leading-digital-transformation-day-1-digital-revolution-is-here-and-now\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":612,"post_author":"1","post_date":"2018-11-05 21:40:00","post_date_gmt":"2018-11-06 05:40:00","post_content":"\n\nhttps:\/\/youtu.be\/NU2wQ44ExBc\n<\/div><\/figure>\n\n\n\n
\nThe Birth of Silicon Valley<\/h3>\n\n\n\n
Continuous Digital Transformation<\/h3>\n\n\n\n
Strategic Partnerships to Accelerate Growth<\/h3>\n\n\n\n
Taking Silicon Valley Innovation to Heart \u2013 and Hanoi<\/h3>\n\n\n\n
<\/a><\/figure><\/div>\n","post_title":"Vingroup Jumpstarts Vietnamese Tech Industry with Silicon Valley Innovation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":619,"post_author":"1","post_date":"2018-11-02 09:21:00","post_date_gmt":"2018-11-02 16:21:00","post_content":"\n
Latest
Day 1 Conclusion<\/h2>\n\n\n\n
<\/a><\/figure>\n","post_title":"Leading Digital Transformation: Day 1 - Digital Revolution is Here and Now","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"leading-digital-transformation-day-1-digital-revolution-is-here-and-now","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/leading-digital-transformation-day-1-digital-revolution-is-here-and-now\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":612,"post_author":"1","post_date":"2018-11-05 21:40:00","post_date_gmt":"2018-11-06 05:40:00","post_content":"\n\nhttps:\/\/youtu.be\/NU2wQ44ExBc\n<\/div><\/figure>\n\n\n\n
\nThe Birth of Silicon Valley<\/h3>\n\n\n\n
Continuous Digital Transformation<\/h3>\n\n\n\n
Strategic Partnerships to Accelerate Growth<\/h3>\n\n\n\n
Taking Silicon Valley Innovation to Heart \u2013 and Hanoi<\/h3>\n\n\n\n
<\/a><\/figure><\/div>\n","post_title":"Vingroup Jumpstarts Vietnamese Tech Industry with Silicon Valley Innovation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":619,"post_author":"1","post_date":"2018-11-02 09:21:00","post_date_gmt":"2018-11-02 16:21:00","post_content":"\n
Latest
Day 1 Conclusion<\/h2>\n\n\n\n
<\/a><\/figure>\n","post_title":"Leading Digital Transformation: Day 1 - Digital Revolution is Here and Now","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"leading-digital-transformation-day-1-digital-revolution-is-here-and-now","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/leading-digital-transformation-day-1-digital-revolution-is-here-and-now\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":612,"post_author":"1","post_date":"2018-11-05 21:40:00","post_date_gmt":"2018-11-06 05:40:00","post_content":"\n\nhttps:\/\/youtu.be\/NU2wQ44ExBc\n<\/div><\/figure>\n\n\n\n
\nThe Birth of Silicon Valley<\/h3>\n\n\n\n
Continuous Digital Transformation<\/h3>\n\n\n\n
Strategic Partnerships to Accelerate Growth<\/h3>\n\n\n\n
Taking Silicon Valley Innovation to Heart \u2013 and Hanoi<\/h3>\n\n\n\n
<\/a><\/figure><\/div>\n","post_title":"Vingroup Jumpstarts Vietnamese Tech Industry with Silicon Valley Innovation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":619,"post_author":"1","post_date":"2018-11-02 09:21:00","post_date_gmt":"2018-11-02 16:21:00","post_content":"\n
Latest
The Secret Sauce and Main Principles of Amazon Innovation<\/h2>\n\n\n\n
Day 1 Conclusion<\/h2>\n\n\n\n
<\/a><\/figure>\n","post_title":"Leading Digital Transformation: Day 1 - Digital Revolution is Here and Now","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"leading-digital-transformation-day-1-digital-revolution-is-here-and-now","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/leading-digital-transformation-day-1-digital-revolution-is-here-and-now\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":612,"post_author":"1","post_date":"2018-11-05 21:40:00","post_date_gmt":"2018-11-06 05:40:00","post_content":"\n\nhttps:\/\/youtu.be\/NU2wQ44ExBc\n<\/div><\/figure>\n\n\n\n
\nThe Birth of Silicon Valley<\/h3>\n\n\n\n
Continuous Digital Transformation<\/h3>\n\n\n\n
Strategic Partnerships to Accelerate Growth<\/h3>\n\n\n\n
Taking Silicon Valley Innovation to Heart \u2013 and Hanoi<\/h3>\n\n\n\n
<\/a><\/figure><\/div>\n","post_title":"Vingroup Jumpstarts Vietnamese Tech Industry with Silicon Valley Innovation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":619,"post_author":"1","post_date":"2018-11-02 09:21:00","post_date_gmt":"2018-11-02 16:21:00","post_content":"\n
Latest
The Secret Sauce and Main Principles of Amazon Innovation<\/h2>\n\n\n\n
Day 1 Conclusion<\/h2>\n\n\n\n
<\/a><\/figure>\n","post_title":"Leading Digital Transformation: Day 1 - Digital Revolution is Here and Now","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"leading-digital-transformation-day-1-digital-revolution-is-here-and-now","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/leading-digital-transformation-day-1-digital-revolution-is-here-and-now\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":612,"post_author":"1","post_date":"2018-11-05 21:40:00","post_date_gmt":"2018-11-06 05:40:00","post_content":"\n\nhttps:\/\/youtu.be\/NU2wQ44ExBc\n<\/div><\/figure>\n\n\n\n
\nThe Birth of Silicon Valley<\/h3>\n\n\n\n
Continuous Digital Transformation<\/h3>\n\n\n\n
Strategic Partnerships to Accelerate Growth<\/h3>\n\n\n\n
Taking Silicon Valley Innovation to Heart \u2013 and Hanoi<\/h3>\n\n\n\n
<\/a><\/figure><\/div>\n","post_title":"Vingroup Jumpstarts Vietnamese Tech Industry with Silicon Valley Innovation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":619,"post_author":"1","post_date":"2018-11-02 09:21:00","post_date_gmt":"2018-11-02 16:21:00","post_content":"\n
Latest
The Secret Sauce and Main Principles of Amazon Innovation<\/h2>\n\n\n\n
Day 1 Conclusion<\/h2>\n\n\n\n
<\/a><\/figure>\n","post_title":"Leading Digital Transformation: Day 1 - Digital Revolution is Here and Now","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"leading-digital-transformation-day-1-digital-revolution-is-here-and-now","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/leading-digital-transformation-day-1-digital-revolution-is-here-and-now\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":612,"post_author":"1","post_date":"2018-11-05 21:40:00","post_date_gmt":"2018-11-06 05:40:00","post_content":"\n\nhttps:\/\/youtu.be\/NU2wQ44ExBc\n<\/div><\/figure>\n\n\n\n
\nThe Birth of Silicon Valley<\/h3>\n\n\n\n
Continuous Digital Transformation<\/h3>\n\n\n\n
Strategic Partnerships to Accelerate Growth<\/h3>\n\n\n\n
Taking Silicon Valley Innovation to Heart \u2013 and Hanoi<\/h3>\n\n\n\n
<\/a><\/figure><\/div>\n","post_title":"Vingroup Jumpstarts Vietnamese Tech Industry with Silicon Valley Innovation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":619,"post_author":"1","post_date":"2018-11-02 09:21:00","post_date_gmt":"2018-11-02 16:21:00","post_content":"\n
Latest
The Secret Sauce and Main Principles of Amazon Innovation<\/h2>\n\n\n\n
Day 1 Conclusion<\/h2>\n\n\n\n
<\/a><\/figure>\n","post_title":"Leading Digital Transformation: Day 1 - Digital Revolution is Here and Now","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"leading-digital-transformation-day-1-digital-revolution-is-here-and-now","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/leading-digital-transformation-day-1-digital-revolution-is-here-and-now\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":612,"post_author":"1","post_date":"2018-11-05 21:40:00","post_date_gmt":"2018-11-06 05:40:00","post_content":"\n\nhttps:\/\/youtu.be\/NU2wQ44ExBc\n<\/div><\/figure>\n\n\n\n
\nThe Birth of Silicon Valley<\/h3>\n\n\n\n
Continuous Digital Transformation<\/h3>\n\n\n\n
Strategic Partnerships to Accelerate Growth<\/h3>\n\n\n\n
Taking Silicon Valley Innovation to Heart \u2013 and Hanoi<\/h3>\n\n\n\n
<\/a><\/figure><\/div>\n","post_title":"Vingroup Jumpstarts Vietnamese Tech Industry with Silicon Valley Innovation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":619,"post_author":"1","post_date":"2018-11-02 09:21:00","post_date_gmt":"2018-11-02 16:21:00","post_content":"\n
Latest
Business Model Innovation as a Tool for Digital Transformation<\/h2>\n\n\n\n
The Secret Sauce and Main Principles of Amazon Innovation<\/h2>\n\n\n\n
Day 1 Conclusion<\/h2>\n\n\n\n
<\/a><\/figure>\n","post_title":"Leading Digital Transformation: Day 1 - Digital Revolution is Here and Now","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"leading-digital-transformation-day-1-digital-revolution-is-here-and-now","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/leading-digital-transformation-day-1-digital-revolution-is-here-and-now\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":612,"post_author":"1","post_date":"2018-11-05 21:40:00","post_date_gmt":"2018-11-06 05:40:00","post_content":"\n\nhttps:\/\/youtu.be\/NU2wQ44ExBc\n<\/div><\/figure>\n\n\n\n
\nThe Birth of Silicon Valley<\/h3>\n\n\n\n
Continuous Digital Transformation<\/h3>\n\n\n\n
Strategic Partnerships to Accelerate Growth<\/h3>\n\n\n\n
Taking Silicon Valley Innovation to Heart \u2013 and Hanoi<\/h3>\n\n\n\n
<\/a><\/figure><\/div>\n","post_title":"Vingroup Jumpstarts Vietnamese Tech Industry with Silicon Valley Innovation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":619,"post_author":"1","post_date":"2018-11-02 09:21:00","post_date_gmt":"2018-11-02 16:21:00","post_content":"\n
Latest
Business Model Innovation as a Tool for Digital Transformation<\/h2>\n\n\n\n
The Secret Sauce and Main Principles of Amazon Innovation<\/h2>\n\n\n\n
Day 1 Conclusion<\/h2>\n\n\n\n
<\/a><\/figure>\n","post_title":"Leading Digital Transformation: Day 1 - Digital Revolution is Here and Now","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"leading-digital-transformation-day-1-digital-revolution-is-here-and-now","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/leading-digital-transformation-day-1-digital-revolution-is-here-and-now\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":612,"post_author":"1","post_date":"2018-11-05 21:40:00","post_date_gmt":"2018-11-06 05:40:00","post_content":"\n\nhttps:\/\/youtu.be\/NU2wQ44ExBc\n<\/div><\/figure>\n\n\n\n
\nThe Birth of Silicon Valley<\/h3>\n\n\n\n
Continuous Digital Transformation<\/h3>\n\n\n\n
Strategic Partnerships to Accelerate Growth<\/h3>\n\n\n\n
Taking Silicon Valley Innovation to Heart \u2013 and Hanoi<\/h3>\n\n\n\n
<\/a><\/figure><\/div>\n","post_title":"Vingroup Jumpstarts Vietnamese Tech Industry with Silicon Valley Innovation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":619,"post_author":"1","post_date":"2018-11-02 09:21:00","post_date_gmt":"2018-11-02 16:21:00","post_content":"\n
Latest
Business Model Innovation as a Tool for Digital Transformation<\/h2>\n\n\n\n
The Secret Sauce and Main Principles of Amazon Innovation<\/h2>\n\n\n\n
Day 1 Conclusion<\/h2>\n\n\n\n
<\/a><\/figure>\n","post_title":"Leading Digital Transformation: Day 1 - Digital Revolution is Here and Now","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"leading-digital-transformation-day-1-digital-revolution-is-here-and-now","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/leading-digital-transformation-day-1-digital-revolution-is-here-and-now\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":612,"post_author":"1","post_date":"2018-11-05 21:40:00","post_date_gmt":"2018-11-06 05:40:00","post_content":"\n\nhttps:\/\/youtu.be\/NU2wQ44ExBc\n<\/div><\/figure>\n\n\n\n
\nThe Birth of Silicon Valley<\/h3>\n\n\n\n
Continuous Digital Transformation<\/h3>\n\n\n\n
Strategic Partnerships to Accelerate Growth<\/h3>\n\n\n\n
Taking Silicon Valley Innovation to Heart \u2013 and Hanoi<\/h3>\n\n\n\n
<\/a><\/figure><\/div>\n","post_title":"Vingroup Jumpstarts Vietnamese Tech Industry with Silicon Valley Innovation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":619,"post_author":"1","post_date":"2018-11-02 09:21:00","post_date_gmt":"2018-11-02 16:21:00","post_content":"\n
Latest
Digital Transformation Through Cloud Systems<\/h2>\n\n\n\n
Business Model Innovation as a Tool for Digital Transformation<\/h2>\n\n\n\n
The Secret Sauce and Main Principles of Amazon Innovation<\/h2>\n\n\n\n
Day 1 Conclusion<\/h2>\n\n\n\n
<\/a><\/figure>\n","post_title":"Leading Digital Transformation: Day 1 - Digital Revolution is Here and Now","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"leading-digital-transformation-day-1-digital-revolution-is-here-and-now","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/leading-digital-transformation-day-1-digital-revolution-is-here-and-now\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":612,"post_author":"1","post_date":"2018-11-05 21:40:00","post_date_gmt":"2018-11-06 05:40:00","post_content":"\n\nhttps:\/\/youtu.be\/NU2wQ44ExBc\n<\/div><\/figure>\n\n\n\nThe Birth of Silicon Valley<\/h3>\n\n\n\n
Continuous Digital Transformation<\/h3>\n\n\n\n
Strategic Partnerships to Accelerate Growth<\/h3>\n\n\n\n
Taking Silicon Valley Innovation to Heart \u2013 and Hanoi<\/h3>\n\n\n\n
<\/a><\/figure><\/div>\n","post_title":"Vingroup Jumpstarts Vietnamese Tech Industry with Silicon Valley Innovation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/vingroup-jumpstarts-vietnamese-tech-industry-with-silicon-valley-innovation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":619,"post_author":"1","post_date":"2018-11-02 09:21:00","post_date_gmt":"2018-11-02 16:21:00","post_content":"\nFind Your Truth<\/h2>\n\n\n\n
Establish Functional Learning Organization<\/h2>\n\n\n\n
Seek Profitability Opportunities<\/h2>\n\n\n\n
