I. NEWING’S HIGHLIGHTS
Newing x Van Lang Global School
Newing Walks Alongside Leadership Development
Newing has officially become a Strategic Partner of Van Lang Global School. Ms. Nguyen Thi Minh Giang (Founder & CEO of Newing) joined the Global Industry Council alongside more than 20 experts, helping shape a training curriculum grounded in real-world business practice.
Thanking Clients with Substantive Value
Newing brought Professor Olivia "Mandy" O'Neill — a world-leading authority on emotional culture and organizational performance - to Vietnam for a non-profit event honoring valued clients. More than 30 leaders came together to examine the cultures of the organizations they lead, and to engage in a spirited discussion on building corporate cultures rich in positive emotion.
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Testing with a Small Group
The High-Performance Trio Workshop: “Design Thinking × Lean Startup × Agile”
The Newing team tested these three methodologies using real ideas, enabling its experts to refine new offerings and continuously improve them before delivering solutions to clients.
Expert Perspective
As many organizations seek to balance financial objectives with social value, Ms. Nguyen Thi Minh Giang, Founder & CEO of Newing, shared her perspective on the core foundations that enable businesses to achieve sustainable growth.
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Livestream on Sharing a Culture of Innovation
During the livestream, Ms. Minh Giang shared key lessons on innovation drawn from her learning and immersion experiences at Alibaba’s headquarters and Harvard Business School. The livestream attracted more than 300 leaders and generated active discussion.
II. WHEN CULTURE TURNS INTO BEHAVIOR AND RESULTS
1. Case Study: Viet Uc Seafood
A 48-Hour Turnaround: Winning 100% Share at Major Farms, Despite Rivals' Brutal Price Attacks
Shared by: Mr. Nguyen Cong Can — Deputy CEO, Sales for the North & Central Regions, Viet Uc Seafood Corporation
The "Price War" Trap and the Invisible Fear at the Pond's Edge
- Leading Market Share Under Heavy Pressure: As a leading shrimp-seed producer in Northern and Central Vietnam, Viet Uc Seafood Corporation was continuously challenged by competitors offering aggressive promotions and deep price reductions.
- The risk of following the same path: Being drawn into a price war would be self-destructive. Viet Uc Seafood chose a different path: sell added value, not a low price.
- “The team's Achilles” heel: The sales team continued to rely on traditional selling methods. They spent too much time talking about product features and the quality of the shrimp seed but struggled when customers rejected the offer as too expensive.
- An overlooked pain: Shrimp farmers working at the ponds were facing significant isolation and uncertainty. They were carrying 100% of the risks associated with natural disasters and disease, without a reliable partner to support them throughout the farming cycle.
The "Blue Ocean" Turning Point and the Secret of Reverse Questions
- A decision to change the game: Viet Uc Seafood enrolled its team in an advanced program on elite selling skills and Blue Ocean strategy (applying Design Thinking), led by Ms. Truong Thi Bich Van of Newing.
- The ultimate weapon emerges: Instead of spending most of their time pitching the product, the team learned to "read customer psychology" and to master high-level SPIN questioning to surface and guide needs.
- The core shift: The team stopped selling shrimp seed as a standalone product and began offering an integrated solution: Shrimp seed + continuous technical support throughout the farming cycle
- Overcoming resistance: By asking questions that uncovered and intensified customers’ underlying concerns, the team introduced Viet-Uc’s solution naturally and persuasively. Shrimp farmers became more willing to consider the offer, while sales representatives were better able to handle objections, close deals, and secure comprehensive profit-sharing partnerships.
A Spectacular Reversal in the North-Central Market
Immediately after completing the two-day program, the team applied the learning in Quang Ngai and Quang Nam, delivering an encouraging result for the entire sales organization.
The number speak
Of the region’s largest distributors
who also directly operate shrimp farms were successfully converted by the team.
A dramatic Market - share reversal
Before
Customers cautiously allocated only 30% of their shrimp seed purchases to Viet Uc. The remaining 70% went to a major competitor in the market.
Now
Customers voluntarily switched to Viet Uc, accepting a higher price with limited promotional support and allocating 100% of their shrimp seed purchases to Viet Uc.
A landmark agreement
Beyond purchasing Viet Uc products, these major distributors were also prepared to enter a long-term shared-gain and profit-sharing partnership model with Viet Uc Seafood Corporation.
In the Leader's Own Words
“ The program helped both our sales and technical teams make significant progress. During the field application in Quang Ngai and Quang Nam, the team applied the SPIN questioning model with results beyond expectations. Instead of being stuck against competitors’ pricing and discounting tactics, they learned to uncover the right customer needs so that customers could recognize the full value of Viet-Uc’s integrated solution. A highly practical program!”
Mr. Nguyen Cong Can — Deputy CEO, Sales for the North & Central Regions, Viet Uc Seafood Corporation
2. Small Wins from the Teams at Nhu Hoa Beauty clinic and ABC Vietnam
- Weekly micro-learning
- 15 minutes to share what was learned
- Ready to change and lead by example
Nhu Hoa Beauty Spa & Clinic
After the training programs, the "pathfinder" team didn't let the knowledge stay in the classroom. Members took the initiative to run weekly micro-learning sessions of about 15 minutes, sharing what they'd learned with the whole company.
From neuro science, growth mindset, and adapting to change, through to new cultural behaviors, the content was turned into short, relatable lessons tied to everyday work.
This wasn't prompted by the consultants or by HR — it came from the team itself. The pathfinders' action sent a clear message to everyone:
“I do not simply expect others to change. I am prepared to change and lead by example.”
ABC VietNam
At ABC Vietnam, the micro-learning mindset continued through an Innovation Workshop for the Production Division.
Inspired by the LEGO Serious Play program, the guiding coalition and production team quickly applied the approach in practice.
The workshop generated active participation, practical ideas, fresh perspectives, and contributions from employees across the production organization.
Each initiative represented more than an improvement idea. It was also a sign of the team’s willingness to embrace change and work together to build a more efficient and sustainable ABC Vietnam.
- Innovation workshop
- Inspired by Lego Serious Play
- Improvement ideas & signs of a change mindset
The takeaway:
The learning spirit at Nhu Hoa Spa & Clinic and ABC Vietnam is one to admire — learn fast, share fast, and turn knowledge into real action.
III. TALENT SOLUTIONS
The "Aha" Moment on the Organizational Diagnosis Journey
HR Audit & McKinsey 7S Project — A manufacturing company with 1,300 employees, VND 6,000 billion in revenue, and more than 60 years of operation.
The most memorable moment in the project did not come from the survey data. It came from a statement made by the Deputy General Director during an in-depth interview:
“Strategy remains in the leadership team’s heads, while employees focus on day-to-day work. ”
It was a brief statement, but it precisely captured the challenge that 1,200 survey responses and 10 interviews were attempting to quantify: The gap between awareness and action, and between strategy on paper and the organization’s ability to execute it.
The Most Notable Group in the Transformation Journey
Middle management — the layer under pressure from both directions: strategic expectations from above and operational expectations from below. Yet it is also the layer with the fewest tools — from a clear KPI cascade to a competency framework that would let them know where they stand.
Results
What set this project apart was the blend of quantitative and qualitative data: an online survey of 1,200 employees with an 86% response rate, combined with in-depth interviews of senior leaders. Everything was analyzed through the McKinsey 7S framework and a global Total Rewards standard, giving the organization a panoramic view — from strategy to structure, from systems to people, from values to rewards.
The First Small Win
For the first time, the leadership team saw the entire organization through a single, unified lens — backed by data and evidence rather than qualitative impressions alone. This was a crucial precondition for building internal consensus on priorities.
The real journey is just beginning
The next module will move into designing Job Architecture, a Competency Framework, performance-linked Pay Bands, and a Leadership Pipeline for around 50 middle managers — shifting from diagnosis to action, from knowing the problem to solving it.
IV. NIM - Turning Knowledge into Practical Leadership Capability
The Q2 Lesson: Start with Small Experiments
Foundations of Change — led by expert Nguyen Thi Minh Giang
Held for the first time in Hanoi, this program invited leaders to revisit change through the lens of brain science and Kotter's methodology. Leaders learned to create a sense of urgency, build a guiding coalition, and choose small, repeatable behaviors — so their teams could begin to believe that change is achievable.
Finance and AI for Strategic Leaders in Uncertain Times Led by Kelly Wong
CEOs learned how to understand their businesses through the lenses of finance and data. Rather than making major decisions based on intuition alone, leaders were encouraged to begin with:
- Early signals
- Assumptions that need to be tested
- Smaller business problems that can be piloted before committing larger amounts of resources
VPBank iLead — Leading and Building a Culture of Innovation
Newing partnered with a banking-sector client on a program designed to strengthen innovation capabilities among senior managers. The program enabled leaders to identify specific gaps:
- Where are the current operational bottlenecks?
- What new opportunities could be tested?
- What experiment is small enough to begin within services, processes, customer experience, or internal collaboration?
Alibaba Study Tour 
Hangzhou, China
Culture Tour 
Ngern Tidlor, Bangkok ThaiLandAlibaba Study Tour in May and Ngern Tidlor Culture Tour in June
Two study tours continued to bring learning into the real world:
At Ngern Tidlor (NTL): Leaders observed how a culture of innovation is embedded into the daily rhythm of operations — through small mechanisms repeated over time.
At Alibaba: An AI-native culture is a process Alibaba builds through every decision, every release, and continuous experimentation.
What these programs share: learn fast, deploy fast with a small group, get early results, and course-correct right away.
For NIM, our top priority is to provide practical frameworks that help leaders understand:
- Where to begin
- What scale to start with
- What lessons to draw from each experiment
V. NOTABLE EVENTS IN H2 2026
- Jul
[VPBank SME x Newing] Alibaba Study Tour
[Vietsuccess x Newing] People Matter Podcast Season 4
Hosted by Minh Giang (CEO & Founder of Newing), the program features in-depth conversations with distinguished guests curated by Newing and Vietsuccess — bringing hands-on, real-world perspectives on leadership development, organizational transformation, and building a high-performance culture for Vietnamese enterprises.
Watch Episode 1 nowNewing Signs a Memorandum of Understanding with Cainiao
Supporting Vietnamese businesses in developing smart logistics, modernizing supply chains, and enhancing operational capability.
- 26–28 Aug
Alibaba Study Tour
Participants will directly observe and learn how Alibaba, Freshippo, Cainiao, and Ant Group apply AI, data, logistics, fintech, and new retail models to address operational challenges at scale.
- Aug - Sep
[VPBank x Newing] CEO Bootcamp
An intensive training program for CEOs across 3 themes:
- Leading with Strategic Financial Thinking
- Supply Chain
- Product & Service Innovation.
- 15 Oct
THE NExT FORUM 2026
Newing’s annual event and the year’s largest forum for Vietnamese business leaders.
Confirmed Speaker: Jørgen Vig Knudstorp
The leader who guided LEGO from crisis to the world’s No. 1 position. - Nov
Workshop (Ho Chi Minh City)
Foundations of Change & Leading Innovation
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