What really works - about BSA Vietnam


Published on

Under the frame of What Really Works, a not-for-profit organization in Vietnam is analyzed

Published in: Business
  • Be the first to comment

  • Be the first to like this

What really works - about BSA Vietnam

  1. 1. LEADERSHIP & MANAGEMENTWhat really works: Understanding &explaining organizational successLecturer: Derek Thitsanuthit Tran Gia Thoai s3372716 Vuong Gia Bao s3374021 Nguyen Dang Thanh Hung s3221642
  2. 2. Content Introduction of 4+2 formula • Origin • 8 practices Applying to BSA - a local business Strengths and Weaknesses of 4+2 Suggestions • How to use • A revised and improved formulaRMIT University©30/09/2012 2
  3. 3. The 4+2 Formula • From Evergreen Project (1986-1996) • Authors: William F. Joyce, Nitin Nohria, Bruce Roberson • Methodology: mainly statistics and interviewing • Result: 8 common practices for success • Implication: applying 4 primary and 2 of 4 secondary practicesRMIT University©30/09/2012 3
  4. 4. The 8 PracticesPrimary: Strategy Execution Culture StructureSecondary: Talent Innovation Leadership Mergers & PartnershipsRMIT University©30/09/2012 4
  5. 5. The Leader’s Background Ms VŨ KIM HẠNH• Editor-in-chief of Tuổi Trẻ newspaper (1990s)• Director of ITPC of Ho Chi Minh city until 2007• Founder of Vietnam’s High Quality Goods program• Founder and Director of Business Studies & Assistance Centre (BSA)RMIT University©30/09/2012 5
  6. 6. Primary Practices1. Strategy• Clear value proposition & Good outside-in development• Developing responsiveness to external feedbacks. Figure 1: Sources of information Government Policies Market INFORMATION Projects’ movements results Customers’ operation (Source: Reproduced from the interview with Ms Hanh) RMIT University©30/09/2012 6
  7. 7. Figure 2: How BSA come up with services? Experts Draft Plan ACTION Plan Customers (Source: Reproduced from the interview with Ms Hanh)RMIT University©30/09/2012 7
  8. 8. Primary Practices2. Execution Services tailored to meet customer expectation. - Standardisation - Full time employment vs Part-time specialists Partial empowerment - Ms Hanh: whether a project should be conducted, continued or changed. - Project managers: how to use resources for the projectRMIT University©30/09/2012 8
  9. 9. Primary Practices3. Culture Source: Reproduced from the interview with Ms Hanh BSA provides Finance Information Performance 1 Passion Networking G opportunities A P Recognition Supporting facilities Performance Career path 2 Employees’ Finance expectation RMIT University©30/09/2012 9
  10. 10. Primary Practices4. Structure Director Experts HR Project manager 1 Finance Project manager 2 Accountant Project Communication manager 3 Source: Reproduced from the interview with Ms Hanh
  11. 11. Secondary PracticesTalent • Plans to develop employees, but • Unsuccessful internal promotion • Inefficient training programsInnovation • First-time projects in Vietnam, and • Terminate inefficient ones after 3 unsuccessful attemptsRMIT University©30/09/2012 11
  12. 12. Secondary PracticesMergers and Partnerships • Win-win approach • Joint resources • Focus on developing core competencyLeadership • Performance-based payment • Relationship-development focus • Ability to realise and respond to changesRMIT University©30/09/2012 12
  13. 13. Conclusion from the interview Practice Policy Implementation STRATEGY good good EXECUTION good average CULTURE good poor STRUCTURE good good TALENT good average LEADERSHIP good good INNOVATION good averageMERGERS & PARNERSHIPS good good STRATEGY LEADERSHIP 2+2 Mergers & Partnerships STRUCTURERMIT University©30/09/2012 13
  14. 14. Strengths of 4+2• Based on statistics.• Easy to understand and get the points.• Some practical examples provided.RMIT University©30/09/2012 14
  15. 15. Weaknesses of 4+2• Credibility of theory (correlation & causal relationships problem, methodology, qualitative issues, narrow definition of success).• Not action-oriented• LEADERSHIP is more important than stated in 4+2RMIT University©30/09/2012 15
  16. 16. Suggestions• Only a tool - not a definite answer• Reference only• Still useful to reflect on performance• Consider other theories to build holistic action plans.• To sufficiently emphasize the vital role of Leadership, the formula should be changed to 1+4+1, with Leadership at the core of an organizations operation.RMIT University©30/09/2012 16
  17. 17. 1+4+1 formula LEADERSHIPRMIT University©30/09/2012 17
  18. 18. Conclusion• In general, 4+2 formula apply to our interviewee but not all of them.• Most people know but not everyone can do.• Framework to evaluate how a business is being managed.RMIT University©30/09/2012 18
  19. 19. References• Nohria N., Joyce W., Roberson B. 2003 What really works? The 4+2 formula for sustained business success”, HarperCollins, New York• Nohria N., Joyce W., Roberson B. 2003 ‘What really works?’ Harvard Business Review, July, pp43-52• The Complexities of Business, BUSM2411_4000 Leadership and Management (MBA), RMIT International University, unpublished.RMIT University©30/09/2012 19