HCMC — Employee performance is not solely the result of meeting key performance indicators (KPIs) but rather a reflection of how well an organization is designed and operated. A transparent, well-structured system backed by a clear strategy is increasingly seen as the foundation for sustainable performance and long-term employee engagement.
This was one of the key messages at the seminar “Matrix of Performance: From Strategy to Execution –Unlocking Enterprise Performance: From Strategic Thinking to Execution and People” organized by the Saigon Times Group and BCC Human Resources Corporation in HCMC on July 10. The in-depth seminar brought together over 150 participants, including CEOs, HR directors, consultants, and business managers from various sectors.
According to Pham Huu Chuong, deputy editor-in-chief of the Saigon Times Group, performance has long been a top concern for businesses. However, in a fast-evolving market with changing work models and technology, business performance has become increasingly complex. Despite heavy investment in measurement tools and software, many businesses have found it hard to achieve as good performance as expected, signaling the need for a broader, systemic perspective.
Nguyen Ngoc Tram, CEO of the U.S.-based IPGEEKLAB and senior advisor to the Intellectual Property Expert Committee at the American Intellectual Property Law Association (AIPLA), emphasized that in developed markets, performance is viewed as the natural outcome of a rational organizational system, not just KPI metrics. “When a system functions smoothly, performance follows,” she said.
In Vietnam, however, many businesses tend to tie performance too tightly to KPIs and often blame employees when targets are not met, without evaluating underlying workflows or systemic issues. Tram shared the case of a company aiming to boost sales by 20% despite outdated logistics and CRM systems. Rather than pushing harder on KPIs, the company revamped its operations, and performance increased by 30%.
Meanwhile, Trinh Thanh Can, CEO of KAFI Securities Corporation, called KPIs a double-edged sword. If designed properly, KPIs would help align teams toward clear goals and reward high performers. Without clear metrics, businesses would risk “quiet quitting,” where employees show up but lack a sense of purpose.
However, KPIs that exceed internal capabilities or lack implementation tools can create stress and demotivation. “KPI design must reflect a company’s strategy, culture, and specific industry context,” Can said.
Tran Minh Tam, chairman of TTT Corporation, shared how his company avoids relying on “supermen.” Instead, it emphasizes standardized processes, teamwork, and shared accountability.
TTT has adopted tools like ERP, CRM, and Microsoft Project to digitize and centralize data across projects, HR, and finance. According to Tam, this transparency enhances coordination, reduces reliance on manual processes, and improves overall throughput.
However, Tam cautioned that companies must define their business processes before selecting digital tools. “If not, you risk investing in technology that doesn’t serve your real needs,” he noted.
Nguyen Ngoc Tram introduced a six-layer framework for building sustainable performance: strategy, structure, workflow, culture, data and people. A weakness in any of these layers can compromise the entire system.
She advised small businesses not to attempt full-scale transformation at once but to identify and fix one issue at a time, ensuring meaningful change layer by layer.
Tran Hoang Bao, chairman of BCC Human Resource Corporation, outlined three strategies to unlock workforce potential.
First, the company established a dedicated performance monitoring unit, be it a team or individual, ensuring accountability. Second, it optimized organizational roles and streamlined processes to encourage clarity and contribution. Third, BCC is focusing on “work mindset” rather than solely incentives. Employees are encouraged to cultivate resilience, speed, resource awareness, and a focus on real results.
“When people have the right mindset, performance improves—even without salary increases,” Bao said. “But no incentive scheme can fix the wrong attitude.” He views this as a deep, long-term foundation for personal and organizational growth.
To reassess their systems, Nguyen Ngoc Tram suggested businesses ask key questions: Is the strategy clear and well communicated? Are roles and responsibilities transparent? Are workflows and data systems smooth? Do employees have adequate tools and guidance?
She concluded that performance cannot be commanded into existence or manufactured through KPI charts. “It’s the natural result of a healthy organizational ecosystem—where people are assigned the right roles, empowered, and supported by a coherent system.”
