JUNE HODS MEETING
Last week, the June HODs meeting took place, featuring several noteworthy topics centered around operations, digital transformation strategies, and leadership development.
During the meeting, we also celebrated the winners of the “ERP System Naming Challenge.”
– 1st Prize: Mr. Nguyễn Đình Hưng – Fabric Sales
– 2nd Prize:
+ Ms. Mai Thị Hà – HR
+ Mr. Đoàn Minh Tài – Dyeing Factory
The selected name, NTC, was proposed by Mr. Nguyễn Đình Hưng from the Fabric Sales team. This name carries a dual meaning: “Người Thành Công” (Successful People): A tribute to all those who have achieved, are achieving, and will achieve success in life, work, and society—especially the people of Thành Công. “New Technology Concept”: Representing our aspiration to lead in the adoption of innovative technologies that optimize and empower our collective work.
Continuing the agenda, Mr. Trần Như Tùng, DGD, delivered an inspiring presentation on the company’s development strategy and vision through the “ERP & Digital transformation roadmap” initiative:
“As of June 2nd, the company’s new ERP system has officially gone live and is now referred to as ‘NTC ERP.’ This marks the first step in our digital transformation journey, with this year’s goal being to stabilize the system and fully integrate data. While some issues remain—particularly in processing urgent QR orders under tight time constraints—the company is working closely across departments and with our partner WFX to gradually resolve them. The ERP team has also improved its support approach by collecting and tracking issues via the website to enhance response efficiency. Looking ahead, the company aims to integrate AI, machine learning, and automation. However, this can only be achieved if our data is standardized and accurate from the outset.
Digital transformation is no longer a choice, but a necessity for survival and development. The leadership team is fully committed to supporting this journey, including hiring a dedicated AI lead, and calls on all employees to join forces and act decisively to drive the company forward. Successfully implementing the ERP system is a critical foundation for realizing this vision.”
The program then moved on to reflect on the “STEPs to SUCCESS Scholarship” – a meaningful CSR initiative shared by Ms. Nguyễn Thị Thanh Huyền. The scholarship aims to support underprivileged students who demonstrate resilience and determination in their studies. A key component of the program is the 1:1 Mentorship initiative, which connects students with dedicated mentors who provide long-term personal and career development guidance.
The program would not be complete without the recognition of the Kaizen Award – a well-deserved acknowledgment of the spirit of continuous improvement in our daily work. Congratulations to Mr. Nguyễn Văn Nhân and Mr. Nguyễn Đức Phúc from the Weaving Division for their outstanding achievement in winning this month’s award.
As we’ve seen time and again, Kaizen ideas often begin with small improvements that lead to significant positive impact. In the Sewing Factory, the Kaizen culture has been consistently nurtured and strengthened over time. As a result, the “Good Kaizen Culture” award this month was rightfully presented to them for their outstanding efforts and enduring commitment to improvement.
To conclude the meeting, Mr. Song Jae Ho extended his sincere gratitude and shared a meaningful message with all Người Thành Công—a heartfelt encouragement to continue moving forward together, united and inspired.
“This year, our focus is on three core goals: Sales Driven, R&D, and Speed. “Sales Driven” doesn’t mean Sales handles everything, or that we’ll expand the team or shift all power to them. It means putting the customer at the center — understanding what they need, developing the right products through R&D, and accelerating our processes to deliver the right product at the right time.
We are entering an Era of Ultra Uncertainty, where adaptability is key to survival. Success now depends on two things: Resilience — the ability to recover from setbacks and try again; and Agility — the speed to respond to changes quickly and effectively.
In today’s AI-driven world, “Know-how” is no longer the only competitive advantage. Instead, we must prioritize “Know-who” and “Know-where” — the ability to connect, search, learn, and adapt. Many of our leaders still rely heavily on past experience and old methods — but it’s time to shift our mindset. Leadership today isn’t just about having the answers — it’s about asking the right questions: What’s missing? What’s slowing us down? What’s different now? Solutions are no longer found only at the desk, but on the ground — at the factory, where real work happens.
We must operate with the mindset of a startup — fast, flexible, and cross-functional. And when we talk about speed, it’s not just about automation. Automation is the final step. First, we need to ask: Why are we doing this? Does it bring value to the customer? If not, eliminate it. Then simplify, optimize, and accelerate — only then should we automate.
The company plans to begin deploying AI next year, in conjunction with our 50th anniversary. But before that, we must complete the ERP system — the essential foundation for digital transformation and our goal of reaching $1 billion in revenue by 2030.
Finally, we are updating Thanh Cong’s three core values: Growth, Customer Satisfaction, and Innovation.
Thank you all for your continued dedication and commitment!”