VNPT Deploys a New Model: Creating Momentum for Innovation
Streamlining, Decentralization, and Responsibility
Implementing Decision No. 620/QD-TTg dated July 10, 2024, by the Prime Minister approving the Project on restructuring the VNPT Group for 2021–2025, VNPT has taken important steps to restructure and innovate its organizational model to meet development requirements in the new period. At the same time, the issuance of Resolution No. 186/NQ-CP dated June 25, 2025, by the Government and Document No. 6468/VPCP-DMDN dated July 11, 2025, by the Government Office, have concretized this major policy, with the key task of merging VNPT-Vinaphone Corporation and VNPT-Media Corporation into the parent company, VNPT Group.
On that basis, on August 27, 2025, the Group’s Board of Members issued Decision No. 99/QD-VNPT-HDTV-NL on the formal merger of the Telecommunication Services Corporation (VNPT-Vinaphone) and the Communications Corporation (VNPT-Media) into accounting units under the parent company. This is a strategic step aimed at rearranging the organizational model toward streamlining, effectiveness, efficiency, and a stronger focus on the Group’s long-term strategic goals. VNPT Group officially implemented comprehensive restructuring from October 1, 2025, marking an important milestone in VNPT’s innovation process.
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The restructuring of VNPT Group is not only of strategic significance but also an inevitable and objective requirement to meet development needs in the new period. The focus of this process is to reduce business and technical contacts across 34 provinces and cities, streamline intermediary levels, and simultaneously strengthen decentralization, delegation of authority, and clarification of responsibilities for each focal point in the system. This provides an important foundation for VNPT to gradually shift to a digital operating model in which all activities are data-driven, ensuring connectivity, transparency, and the ability to respond quickly to market needs.
The core objective of restructuring is to enhance customer experience, improve employee experience, and, at the same time, encourage innovation by creating conditions for each unit and individual to play a proactive role in operations and services. Coupled with the maturation of internal digital transformation and data maturity, VNPT aims to build a modern governance model that approaches the standards of an excellent digital-technology enterprise.
From October 1, 2025, VNPT’s new production and business organization model will officially be put into operation. On that basis, the Group will comprehensively innovate both the governance and management model and the production and business organization model, toward forming a smart, streamlined, flexible, and highly adaptable organization. The new model also ensures transparent governance, optimizes resource use in key areas, and operates consistently from the Group level to local units.
Data-Driven Governance
In the context of rapid global digital transformation, data-based governance and management have become the new standard and a decisive factor for sustainable enterprise development. VNPT quickly grasped this trend and undertook a fundamental transformation: treating data as a core asset that “nurtures” the entire service ecosystem and governance activities of the enterprise. To realize this goal, VNPT has been transforming the entire governance system according to a data-driven model. This means all decisions—from strategic planning and product design to service operation—are based on real-time data. As a result, decisions are made faster and more objectively, minimizing reliance on personal feelings. More importantly, the data-driven management model helps VNPT improve transparency and strengthen competitiveness. This is not only essential for long-term development but also a factor ensuring VNPT maintains its position as a key enterprise in Vietnam’s IT industry.
The consistent spirit of the new model is “customer-centric.” VNPT aims to develop diverse and seamless services to ensure sustainable growth. Moreover, business activities will no longer wait passively for market demand but will proactively follow leading trends. All organizations, technologies, and operations will be designed around data and digital transformation in sync with shared infrastructure as the foundation. The ultimate goal is to improve customer experience, optimize sales channels, and address existing bottlenecks in production and business. This direction affirms that VNPT not only digitizes infrastructure but also digitizes operations and management thinking.
On the comprehensive digital platform, VNPT applies many modern technologies such as artificial intelligence (AI), big data, and cloud computing. These technologies help automate and smarten processes—from customer care and service provision to internal management. At the same time, VNPT is building a diverse digital service ecosystem spanning telecommunications, IT, education, healthcare, and digital government to meet society’s increasingly high and diverse needs. “The new model is designed to promote internal innovation on the basis of quantifying performance, clearly assigning responsibilities, and allocating resources effectively and transparently. This forms a data-centric organizational culture aimed at real efficiency. On that basis, VNPT has gradually built a flexible, smart, modern business model, realizing the goal of becoming a key national digital enterprise as expected by the Government,” affirmed VNPT General Director Huynh Quang Liêm.
Reality confirms that VNPT is demonstrating a high spirit and determination in comprehensively innovating the production and business organization model and governance model toward modernity and efficiency, in line with subjective requirements and the objective context of the digital economy’s development trend. This restructuring process is not only about creating new momentum and development space but also a strategic step for VNPT to play a leading role in the national digital transformation journey. With a systematic approach, a solid basis, clear orientation, and consistent goals, the new model affirms optimization in organization and operation.
