{"id":3158,"date":"2013-07-08T19:06:45","date_gmt":"2013-07-08T12:06:45","guid":{"rendered":"http:\/\/science-technology.vn\/?p=3158"},"modified":"2013-07-08T19:06:45","modified_gmt":"2013-07-08T12:06:45","slug":"nguoi-lanh-dao-toan-cau","status":"publish","type":"post","link":"https:\/\/science-technology.vn\/?p=3158","title":{"rendered":"Ng\u01b0\u1eddi l\u00e3nh \u0111\u1ea1o to\u00e0n c\u1ea7u"},"content":{"rendered":"

To\u00e0n c\u1ea7u ho\u00e1 ngh\u0129a l\u00e0 nhi\u1ec1u c\u01a1 h\u1ed9i kinh doanh h\u01a1n v\u00e0 nhi\u1ec1u c\u1ea1nh tranh h\u01a1n tr\u01b0\u1edbc \u0111\u00e2y. Th\u1ecb tr\u01b0\u1eddng m\u1edbi s\u1eb5n c\u00f3 cho m\u1ecdi c\u00f4ng ti nh\u01b0ng nh\u1eefng k\u1ebb c\u1ea1nh tranh m\u1edbi \u0111ang n\u1ed5i l\u00ean t\u1eeb m\u1ecdi ng\u00f3c ng\u00e1ch tr\u00ean th\u1ebf gi\u1edbi. Nhi\u1ec7m v\u1ee5 th\u00e1ch th\u1ee9c nh\u1ea5t ng\u00e0y nay l\u00e0 ph\u00e1t tri\u1ec3n quy\u1ec1n l\u00e3nh \u0111\u1ea1o doanh nghi\u1ec7p to\u00e0n c\u1ea7u bao la v\u00e0 ph\u1ee9c t\u1ea1p n\u00e0y b\u1edfi v\u00ec hu\u1ea5n luy\u1ec7n qu\u1ea3n l\u00ed truy\u1ec1n th\u1ed1ng kh\u00f4ng c\u00f2n c\u00f3 t\u00e1c d\u1ee5ng n\u1eefa. C\u00e1c c\u00f4ng ti \u0111\u1ea7u t\u01b0 v\u00e0o ph\u00e1t tri\u1ec3n quy\u1ec1n l\u00e3nh \u0111\u1ea1o to\u00e0n c\u1ea7u s\u1ebd th\u1ea5y nhi\u1ec1u c\u01a1 h\u1ed9i h\u01a1n v\u00e0 th\u1ef1c hi\u1ec7n t\u1ed1t h\u01a1n, trong khi c\u00e1c c\u00f4ng ti kh\u00f4ng l\u00e0m nh\u01b0 v\u1eady ph\u1ea3i \u0111\u1ed1i di\u1ec7n v\u1edbi nhi\u1ec1u r\u1ee7i ro v\u00e0 th\u1ea5t b\u1ea1i ti\u1ec1m n\u0103ng. \u0110\u1ec3 b\u1eaft \u0111\u1ea7u doanh nghi\u1ec7p to\u00e0n c\u1ea7u, c\u00e1c c\u00f4ng ti c\u1ea7n “t\u00ean nh\u00e3n hi\u1ec7u” m\u1ea1nh b\u1edfi v\u00ec khi m\u1ecdi ng\u01b0\u1eddi c\u00f3 nhi\u1ec1u ch\u1ecdn l\u1ef1a h\u01a1n, h\u1ecd s\u1ebd mua “t\u00ean nh\u00e3n hi\u1ec7u” thay v\u00ec “nh\u00e3n hi\u1ec7u v\u00f4 danh.” B\u1eb1ng vi\u1ec7c c\u00f3 t\u00ean nh\u00e3n hi\u1ec7u m\u1ea1nh, c\u00f4ng ti c\u00f3 th\u1ec3 thu\u00ea ng\u01b0\u1eddi h\u00e0ng \u0111\u1ea7u b\u1edfi v\u00ec ng\u01b0\u1eddi c\u00f3 k\u0129 n\u0103ng mu\u1ed1n l\u00e0m vi\u1ec7c v\u1edbi nh\u1eefng c\u00f4ng ti c\u00f3 ti\u1ebfng \u0111\u01b0\u1ee3c tr\u1ecdng v\u1ecdng. C\u00e1c c\u00f4ng ti \u0111\u1ea7u t\u01b0 v\u00e0o ph\u00e1t tri\u1ec3n nh\u00e3n hi\u1ec7u to\u00e0n c\u1ea7u m\u1ea1nh t\u1eadn h\u01b0\u1edfng nh\u1eefng c\u01a1 h\u1ed9i t\u1ed1t h\u01a1n \u0111\u1ec3 thu\u00ea nh\u1eefng \u1ee9ng c\u1eed vi\u00ean c\u00f3 kinh nghi\u1ec7m to\u00e0n c\u1ea7u. Ch\u1eb3ng h\u1ea1n, c\u00e1c c\u00f4ng ti nh\u01b0 Toyota, Honda, IBM, Microsoft, Google, Intel, Nokia hay Samsung s\u1ebd kh\u00f4ng g\u1eb7p m\u1ea5y v\u1ea5n \u0111\u1ec1 trong ph\u00e1t tri\u1ec3n qu\u1ea3n l\u00ed l\u00e3nh \u0111\u1ea1o to\u00e0n c\u1ea7u. V\u1edbi to\u00e0n c\u1ea7u ho\u00e1, th\u1ebf gi\u1edbi l\u00e0 m\u1ed9t th\u1ecb tr\u01b0\u1eddng; c\u00e1c c\u00f4ng ti c\u00f3 ng\u01b0\u1eddi l\u00e3nh \u0111\u1ea1o m\u1ea1nh c\u00f3 th\u1ec3 thay \u0111\u1ed5i ph\u01b0\u01a1ng tr\u00ecnh c\u1ea1nh tranh sang h\u01b0\u1edbng c\u1ee7a h\u1ecd b\u1edfi v\u00ec ng\u01b0\u1eddi l\u00e3nh \u0111\u1ea1o to\u00e0n c\u1ea7u c\u00f3 k\u0129 n\u0103ng cao kh\u00f4ng ch\u1ec9 bi\u1ebft phong t\u1ee5c v\u00e0 v\u0103n ho\u00e1 c\u1ee7a v\u00f9ng c\u00f4ng ti v\u1eadn h\u00e0nh, m\u00e0 h\u1ecd c\u0169ng hi\u1ec3u c\u00e1c v\u1ea5n \u0111\u1ec1 l\u00e0m kinh doanh trong c\u00e1c mi\u1ec1n \u0111\u00f3.<\/span><\/p>\n

C\u00e2u h\u1ecfi \u1edf \u0111\u00e2y l\u00e0 b\u1ea1n t\u00ecm \u0111\u00e2u ra ng\u01b0\u1eddi l\u00e3nh \u0111\u1ea1o to\u00e0n c\u1ea7u? C\u00e2u tr\u1ea3 l\u1eddi l\u00e0 \u1edf \u0111\u1ea1i h\u1ecdc h\u00e0ng \u0111\u1ea7u. Ph\u1ea7n l\u1edbn c\u00e1c \u0111\u1ea1i h\u1ecdc h\u00e0ng \u0111\u1ea7u \u0111\u1ec1u kh\u00f4ng d\u1ea1y \u201cl\u00ed thuy\u1ebft\u201d v\u00e0 \u201ctri th\u1ee9c s\u00e1ch v\u1edf\u201d m\u00e0 d\u1ea1y tri th\u1ee9c th\u1ef1c t\u1ebf c\u00f3 th\u1ec3 \u0111\u01b0\u1ee3c d\u00f9ng, \u0111\u01b0\u1ee3c \u00e1p d\u1ee5ng c\u00f3 k\u1ebft qu\u1ea3 t\u1ed1t. N\u1ebfu b\u1ea1n nh\u00ecn v\u00e0o \u0111a s\u1ed1 ng\u01b0\u1eddi l\u00e3nh \u0111\u1ea1o doanh nghi\u1ec7p tr\u00ean th\u1ebf gi\u1edbi ng\u00e0y nay, c\u00f3 l\u1ebd b\u1ea1n s\u1ebd th\u1ea5y tr\u00ean 90% trong s\u1ed1 h\u1ecd \u0111\u1ec1u h\u1ecdc t\u1eeb c\u00e1c \u0111\u1ea1i h\u1ecdc h\u00e0ng \u0111\u1ea7u v\u00e0 nhi\u1ec1u \u0111\u1ea1i h\u1ecdc h\u00e0ng \u0111\u1ea7u l\u00e0 c\u00e1c tr\u01b0\u1eddng t\u01b0. Danh s\u00e1ch m\u01b0\u1eddi tr\u01b0\u1eddng h\u00e0ng \u0111\u1ea7u c\u1ee7a M\u0129 c\u00f3 t\u00e1m \u0111\u1ea1i h\u1ecdc t\u01b0. Danh s\u00e1ch 100 tr\u01b0\u1eddng h\u00e0ng \u0111\u1ea7u to\u00e0n c\u1ea7u c\u00f3 87 \u0111\u1ea1i h\u1ecdc t\u01b0. T\u1ea1i sao c\u00e1c tr\u01b0\u1eddng t\u01b0 l\u1ea1i l\u00e0m t\u1ed1t h\u01a1n? B\u1edfi v\u00ec h\u1ecd r\u1ea5t c\u00f3 t\u00ednh \u0111\u00e1p \u1ee9ng v\u1edbi nhu c\u1ea7u th\u1ecb tr\u01b0\u1eddng h\u01a1n l\u00e0 d\u1ef1a v\u00e0o h\u1ed7 tr\u1ee3 c\u1ee7a ch\u00ednh ph\u1ee7. C\u00e1c tr\u01b0\u1eddng t\u01b0 bao gi\u1edd c\u0169ng \u0111i\u1ec1u ch\u1ec9nh gi\u00e1o tr\u00ecnh c\u1ee7a h\u1ecd d\u1ef1a tr\u00ean nhu c\u1ea7u c\u00f4ng nghi\u1ec7p \u0111\u1ec3 c\u00f3 \u0111\u01b0\u1ee3c ng\u00e2n qu\u0129 t\u1eeb c\u00f4ng nghi\u1ec7p. V\u1edbi nhi\u1ec1u ng\u00e2n qu\u0129 h\u01a1n, h\u1ecd c\u00f3 th\u1ec3 thu\u00ea \u0111\u01b0\u1ee3c gi\u00e1o s\u01b0 gi\u1ecfi h\u01a1n, x\u00e2y d\u1ef1ng c\u00e1c ph\u00f2ng th\u00ed nghi\u1ec7m t\u1ed1t h\u01a1n, c\u00f3 nhi\u1ec1u nghi\u00ean c\u1ee9u h\u01a1n, v\u00e0 tuy\u1ec3n c\u00e1c sinh vi\u00ean h\u00e0ng \u0111\u1ea7u. \u0110\u1ec3 t\u00f4i cho b\u1ea1n m\u1ed9t v\u00ed d\u1ee5, v\u00e0i n\u0103m tr\u01b0\u1edbc, c\u00e1c c\u00f4ng ti \u00f4 t\u00f4 Nh\u1eadt B\u1ea3n b\u1eaft \u0111\u1ea7u l\u00e0m \u00f4 t\u00f4 \u1edf M\u0129. C\u00e1c c\u00f4ng ti Nh\u1eadt B\u1ea3n truy\u1ec1n th\u1ed1ng \u0111em t\u1eeb c\u00e1ch qu\u1ea3n l\u00ed ri\u00eang c\u1ee7a h\u1ecd t\u1edbi c\u00e1c ti\u1ec7n nghi ch\u1ebf t\u1ea1o \u0111\u1ec3 v\u1eadn h\u00e0nh n\u00f3 theo c\u00f9ng c\u00e1ch h\u1ecd \u0111\u00e3 t\u1eebng th\u00e0nh c\u00f4ng \u1edf Nh\u1eadt B\u1ea3n nh\u01b0ng Honda \u0111\u00e3 kh\u00f4ng l\u00e0m \u0111i\u1ec1u \u0111\u00f3. H\u1ecd b\u1eaft \u0111\u1ea7u ch\u01b0\u01a1ng tr\u00ecnh tuy\u1ec3n m\u1ed9 \u1edf c\u00e1c \u0111\u1ea1i h\u1ecdc h\u00e0ng \u0111\u1ea7u c\u1ee7a M\u0129 v\u00e0 l\u1ef1a ch\u1ecdn nh\u1eefng t\u00e0i n\u0103ng gi\u1ecfi nh\u1ea5t \u0111\u1ec3 qu\u1ea3n l\u00ed nh\u00e0 m\u00e1y c\u1ee7a h\u1ecd \u1edf M\u0129. Tri\u1ebft l\u00ed c\u1ee7a h\u1ecd l\u00e0 \u201cl\u1eadp k\u1ebf ho\u1ea1ch to\u00e0n c\u1ea7u nh\u01b0ng h\u00e0nh \u0111\u1ed9ng c\u1ee5c b\u1ed9\u201d cho n\u00ean h\u1ecd d\u1ef1a v\u00e0o ng\u01b0\u1eddi bi\u1ebft phong t\u1ee5c v\u00e0 v\u0103n ho\u00e1 c\u1ea3 n\u01b0\u1edbc m\u00e0 h\u1ecd ho\u1ea1t \u0111\u1ed9ng thay v\u00ec ng\u01b0\u1eddi ri\u00eang c\u1ee7a h\u1ecd. K\u1ebft qu\u1ea3 l\u00e0 Honda \u0111\u00e3 l\u00e0 c\u00f4ng ti n\u01b0\u1edbc ngo\u00e0i th\u00e0nh c\u00f4ng nh\u1ea5t \u1edf M\u0129 cho d\u00f9 n\u00f3 nh\u1ecf h\u01a1n nhi\u1ec1u so v\u1edbi \u0111\u1ed1i th\u1ee7 c\u1ea1nh tranh Toyota. Honda c\u0169ng chuy\u1ec3n nh\u1eefng ng\u01b0\u1eddi l\u00e3nh \u0111\u1ea1o to\u00e0n c\u1ea7u \u0111\u00f3 t\u1eeb nh\u00e0 m\u00e1y c\u1ee7a h\u1ecd tr\u00ean kh\u1eafp th\u1ebf gi\u1edbi tr\u1edf v\u1ec1 Nh\u1eadt B\u1ea3n cho n\u00ean h\u1ecd c\u00f3 th\u1ec3 gi\u00fap m\u1ecdi ng\u01b0\u1eddi \u1edf \u0111\u00f3 hi\u1ec3u v\u1ec1 l\u00e3nh \u0111\u1ea1o to\u00e0n c\u1ea7u. Vi\u1ec7c h\u1ecdc \u201cv\u0103n ho\u00e1 ch\u00e9o\u201d n\u00e0y \u0111\u00e3 gi\u00fap cho Honda r\u1ea5t th\u00e0nh c\u00f4ng trong m\u1ecdi kh\u00eda c\u1ea1nh c\u1ee7a kinh doanh to\u00e0n c\u1ea7u b\u1edfi v\u00ec h\u1ecd bi\u1ebft c\u00e1ch \u0111\u1ea7u t\u01b0 v\u00e0o ph\u00e1t tri\u1ec3n nh\u1eefng ng\u01b0\u1eddi l\u00e3nh \u0111\u1ea1o.<\/p>\n

V\u1edbi nhi\u1ec1u ng\u01b0\u1eddi, t\u1eeb \u201cto\u00e0n c\u1ea7u ho\u00e1\u201d ngh\u0129a l\u00e0 \u201cchi ph\u00ed th\u1ea5p\u201d v\u00e0 \u201cc\u1ea1nh tranh cao\u201d nh\u01b0ng th\u1ef1c t\u1ebf ti\u1ec1m n\u0103ng c\u1ee7a to\u00e0n c\u1ea7u ho\u00e1 kh\u00f4ng ch\u1ec9 v\u1ec1 chi ph\u00ed, c\u1ea1nh tranh m\u00e0 c\u00f2n v\u1ec1 quy\u1ec1n l\u00e3nh \u0111\u1ea1o. Ng\u01b0\u1eddi l\u00e3nh \u0111\u1ea1o to\u00e0n c\u1ea7u ph\u1ea3i hi\u1ec3u ti\u1ec1m n\u0103ng c\u1ee7a m\u1ecdi ng\u01b0\u1eddi b\u00ean trong doanh nghi\u1ec7p c\u1ee7a h\u1ecd d\u1ef1a tr\u00ean t\u1ea7m nh\u00ecn c\u1ee7a h\u1ecd v\u1ec1 c\u00e1ch l\u00e0m kinh doanh m\u1edbi t\u01b0\u01a1ng \u1ee9ng v\u1edbi th\u1ecb tr\u01b0\u1eddng \u0111\u1ecba ph\u01b0\u01a1ng. H\u1ecd ph\u1ea3i bi\u1ebft c\u00e1ch th\u00fac b\u1ea9y nh\u1eefng c\u01a1 h\u1ed9i ph\u1ee5 b\u1eb1ng vi\u1ec7c t\u00ecm nh\u1eefng t\u00e0i n\u0103ng m\u1edbi n\u1ed5i l\u00ean t\u1eeb v\u1ecb tr\u00ed m\u1edbi qua th\u1eddi gian. Thu\u00ea c\u00f4ng nh\u00e2n kh\u1eafp th\u1ebf gi\u1edbi kh\u00f4ng ph\u1ea3i l\u00e0 v\u1ea5n \u0111\u1ec1, nh\u01b0ng t\u00ecm ra ng\u01b0\u1eddi qu\u1ea3n l\u00ed c\u00f3 k\u0129 n\u0103ng l\u1ea1i r\u1ea5t kh\u00f3 v\u00e0 t\u1ed1n k\u00e9m. T\u1ea5t nhi\u00ean, c\u00f4ng ti c\u00f3 th\u1ec3 thu\u00ea h\u00e0ng ngh\u00ecn lao \u0111\u1ed9ng kh\u00f4ng c\u00f3 k\u0129 n\u0103ng hay sinh vi\u00ean m\u1edbi t\u1ed1t nghi\u1ec7p kh\u00f4ng c\u00f3 kinh nghi\u1ec7m \u1edf c\u00e1c n\u01b0\u1edbc \u0111ang ph\u00e1t tri\u1ec3n v\u00ec r\u1ebb h\u01a1n nhi\u1ec1u so v\u1edbi \u1edf New York hay London, nh\u01b0ng ng\u01b0\u1eddi l\u00e3nh \u0111\u1ea1o ti\u1ec1m n\u0103ng, c\u00f3 gi\u00e1o d\u1ee5c, \u0111\u01b0\u1ee3c hu\u1ea5n luy\u1ec7n cao, c\u00f3 kinh nghi\u1ec7m v\u1edbi phong t\u1ee5c v\u00e0 v\u0103n ho\u00e1 \u0111\u1ecba ph\u01b0\u01a1ng th\u00ec kh\u00f4ng d\u1ec5 t\u00ecm \u0111\u01b0\u1ee3c. L\u00e3nh \u0111\u1ea1o k\u00e9m hay qu\u1ea3n l\u00ed t\u1ed3i \u1edf b\u1ea5t k\u00ec m\u1ee9c n\u00e0o c\u0169ng \u0111\u1ec1u c\u00f3 th\u1ec3 l\u00e0 tai ho\u1ea1. M\u1ed9t khi c\u00f4ng ti tr\u1edf th\u00e0nh to\u00e0n c\u1ea7u, nh\u1eefng th\u1ea5t b\u1ea1i nh\u01b0 v\u1eady c\u00f3 th\u1ec3 l\u00e0m cho th\u00e0nh c\u00f4ng tr\u1edf th\u00e0nh kh\u00f4ng th\u1ec3 \u0111\u01b0\u1ee3c v\u00e0 khi m\u1ed9t c\u00f4ng ti to\u00e0n c\u1ea7u th\u1ea5t b\u1ea1i, n\u00f3 th\u01b0\u1eddng kh\u00f4ng c\u00f3 c\u01a1 h\u1ed9i th\u1ee9 hai. Theo nghi\u00ean c\u1ee9u m\u1edbi nh\u1ea5t, h\u01a1n 70 ph\u1ea7n tr\u0103m n\u01b0\u1edbc \u0111i to\u00e0n c\u1ea7u ho\u00e0n to\u00e0n th\u1ea5t b\u1ea1i, v\u00e0 ch\u1ec9 17 ph\u1ea7n tr\u0103m c\u00e1c c\u00f4ng ti \u0111\u1ea1t t\u1edbi t\u0103ng tr\u01b0\u1edfng to\u00e0n c\u1ea7u sinh l\u1eddi. Nhi\u1ec1u th\u1ea5t b\u1ea1i to\u00e0n c\u1ea7u \u0111\u00e3 \u0111\u01b0\u1ee3c c\u00f4ng b\u1ed1 r\u1ed9ng r\u00e3i c\u00f3 th\u1ec3 \u0111\u01b0\u1ee3c d\u00f5i ng\u01b0\u1ee3c v\u1ec1 vi\u1ec7c ra quy\u1ebft \u0111\u1ecbnh sai c\u1ee7a c\u1ea5p \u0111i\u1ec1u h\u00e0nh. Kh\u00f4ng hi\u1ec3u v\u0103n ho\u00e1 v\u00e0 ng\u00f4n ng\u1eef, \u0111\u00e3 c\u00f3 nhi\u1ec1u sai l\u1ea7m nh\u01b0 khi Chevrolet \u0111\u01b0a xe \u00f4 t\u00f4 b\u00e1n ch\u1ea1y nh\u1ea5t \u1edf M\u0129 c\u1ee7a h\u1ecd \u201cChevy Nova\u201d v\u00e0o Nam Phi, h\u1ecd ng\u1ea1c nhi\u00ean r\u1eb1ng h\u1ecd kh\u00f4ng c\u00f3 ng\u01b0\u1eddi mua cho d\u00f9 sau khi \u0111\u00e3 chi nhi\u1ec1u ti\u1ec1n qu\u1ea3ng c\u00e1o. Sau v\u00e0i th\u00e1ng, h\u1ecd bi\u1ebft r\u1eb1ng t\u1eeb \u201cNova\u201d trong ti\u1ebfn T\u00e2y Ban Nha ngh\u0129a l\u00e0 \u201cKh\u00f4ng ch\u1ea1y\u201d v\u00e0 ai \u0111i mua xe kh\u00f4ng ch\u1ea1y. C\u00f9ng \u0111i\u1ec1u \u0111\u00f3 x\u1ea3y ra \u1edf Trung Qu\u1ed1c khi c\u00f4ng ti th\u1ee9c \u0103n nhanh n\u1ed5i ti\u1ebfng KFC d\u00f9ng vi\u1ec7c qu\u1ea3ng c\u00e1o n\u1ed5i ti\u1ebfng \u1edf M\u0129 \u201cNg\u00f3n tay li\u1ebfm ngon\u201d (Ng\u01b0\u1eddi th\u00edch \u0103n th\u1ee9c \u0103n th\u00ec ngay c\u1ea3 khi h\u1ecd \u0103n xong, h\u1ecd c\u00f2n li\u1ebfm ng\u00f3n tay c\u1ee7a m\u00ecnh) nh\u01b0ng \u1edf Trung Qu\u1ed1c \u0111i\u1ec1u \u0111\u00f3 c\u00f3 ngh\u0129a l\u00e0 \u201cM\u1ecdi ng\u01b0\u1eddi \u0103n lu\u00f4n ng\u00f3n tay c\u1ee7a m\u00ecnh\u201d cho n\u00ean ai s\u1ebd mua c\u00e1i g\u00ec \u0111\u00f3 l\u00e0m cho b\u1ea1n \u0103n ng\u00f3n tay c\u1ee7a m\u00ecnh? C\u00f4ng ti M\u0129 th\u00e0nh c\u00f4ng \u201cHome Depot\u201d ph\u1ea3i b\u00e1n c\u00e1c kho c\u1ee7a n\u00f3 \u1edf Argentina v\u00e0 Chile n\u0103m 2001 sau khi d\u00e2n \u0111\u1ecba ph\u01b0\u01a1ng ph\u1ea3n \u0111\u1ed1i th\u00e1i \u0111\u1ed9 ng\u1ea1o m\u1ea1n chung c\u1ee7a h\u1ecd.\u00a0 Va ch\u1ea1m v\u0103n ho\u00e1 c\u0169ng l\u00e0m cho nhi\u1ec1u c\u00f4ng ti M\u0129 th\u00e0nh c\u00f4ng ph\u1ea3i v\u1eadt l\u1ed9n \u1edf ch\u00e2u \u00c2u, \u0111\u1eb7c bi\u1ec7t \u1edf \u0110\u1ee9c v\u00e0 Ph\u00e1p. Ngay c\u1ea3 ng\u00e0y nay, th\u1ea5t b\u1ea1i d\u01b0\u1edbi d\u1ea1ng m\u1ea5t c\u01a1 h\u1ed9i do d\u1ed1t n\u00e1t v\u1ec1 v\u0103n ho\u00e1 v\u00e0 phong t\u1ee5c \u0111\u1ecba ph\u01b0\u01a1ng c\u0169ng xu\u1ea5t hi\u1ec7n h\u00e0ng ng\u00e0y tr\u00ean kh\u1eafp th\u1ebf gi\u1edbi. H\u01a1n bao gi\u1edd h\u1ebft, nhu c\u1ea7u c\u00f3 ng\u01b0\u1eddi l\u00e3nh \u0111\u1ea1o to\u00e0n c\u1ea7u gi\u00f2i t\u1eeb c\u00e1c mi\u1ec1n \u0111\u1ecba ph\u01b0\u01a1ng n\u01a1i c\u00f4ng ti to\u00e0n c\u1ea7u mu\u1ed1n l\u00e0m kinh doanh \u0111ang tr\u1edf n\u00ean gay c\u1ea5n. Theo m\u1ed9t b\u00e1o c\u00e1o c\u1ee7a \u0111\u1ea1i h\u1ecdc Harvard, vi\u1ec7c tuy\u1ec3n ng\u01b0\u1eddi l\u00e3nh \u0111\u1ea1o to\u00e0n c\u1ea7u \u1edf th\u1ecb tr\u01b0\u1eddng \u0111\u1ecba ph\u01b0\u01a1ng l\u00e0 m\u1ea1nh m\u1ebd nh\u1ea5t cho d\u00f9 suy gi\u1ea3m kinh t\u1ebf v\u00e0 m\u1ecdi c\u00f4ng ti to\u00e0n c\u1ea7u \u0111\u1ec1u \u0111ang n\u1ed7 l\u1ef1c t\u00ecm ng\u01b0\u1eddi l\u00e3nh \u0111\u1ea1o \u0111\u1ecba ph\u01b0\u01a1ng gi\u1ecfi. C\u00e1c c\u00e2u h\u1ecfi m\u00e0 nh\u1eefng c\u00f4ng ti to\u00e0n c\u1ea7u n\u00e0y h\u1ecfi l\u00e0: H\u1ecd c\u00f3 th\u1ec3 t\u00ecm ng\u01b0\u1eddi qu\u1ea3n l\u00ed \u0111\u1ecba ph\u01b0\u01a1ng \u1edf \u0111\u00e2u? C\u00e1c \u0111\u1ea1i h\u1ecdc \u0111\u1ecba ph\u01b0\u01a1ng c\u00f3 ch\u01b0\u01a1ng tr\u00ecnh \u0111\u00e0o t\u1ea1o t\u1ed1t \u0111\u1ec3 ph\u00e1t tri\u1ec3n nh\u1eefng ng\u01b0\u1eddi l\u00e3nh \u0111\u1ea1o nh\u01b0 v\u1eady kh\u00f4ng?<\/p>\n

Ng\u00e0y nay c\u00e1c c\u00f4ng ti to\u00e0n c\u1ea7u c\u00f3 th\u1ec3 x\u00e2y d\u1ef1ng nh\u00e0 m\u00e1y \u1edf b\u1ea5t k\u00ec n\u01a1i n\u00e0o, b\u1ea5t k\u00ec l\u00fac n\u00e0o b\u1edfi v\u00ec h\u1ecd bi\u1ebft c\u00e1ch, nh\u01b0ng th\u00e1ch th\u1ee9c nh\u1ea5t c\u1ee7a h\u1ecd l\u00e0 c\u00f3 ng\u01b0\u1eddi l\u00e3nh \u0111\u1ea1o to\u00e0n c\u1ea7u, ng\u01b0\u1eddi c\u00f3 th\u1ec3 l\u00e0m cho \u0111\u1ea7u t\u01b0 c\u1ee7a h\u1ecd sinh l\u1eddi. Y\u00eau c\u1ea7u \u0111i\u1ec3n h\u00ecnh v\u1ec1 ng\u01b0\u1eddi l\u00e3nh \u0111\u1ea1o to\u00e0n c\u1ea7u l\u00e0: c\u00f3 kh\u1ea3 n\u0103ng duy tr\u00ec chi\u1ec1u h\u01b0\u1edbng v\u00e0 \u0111\u1ed9ng c\u01a1 r\u00f5 r\u00e0ng trong t\u1ed5 v\u00e0 l\u1ef1c l\u01b0\u1ee3ng lao \u0111\u1ed9ng \u0111ang t\u0103ng s\u1ef1 \u0111a d\u1ea1ng; quen thu\u1ed9c v\u1edbi c\u00e1c qui ch\u1ebf to\u00e0n c\u1ea7u v\u00e0 \u0111\u1ecba ph\u01b0\u01a1ng \u0111\u1ec3 \u0111\u1ea3m b\u1ea3o v\u1eadn h\u00e0nh kh\u00f4ng ng\u1eebng qua c\u00e1c bi\u00ean gi\u1edbi \u0111\u1ecba l\u00ed. C\u00f3 kh\u1ea3 n\u0103ng t\u1ea1o ra v\u00e0 v\u1eadn h\u00e0nh chi\u1ebfn l\u01b0\u1ee3c doanh nghi\u1ec7p linh ho\u1ea1t b\u1edfi v\u00ec kh\u00f4ng ph\u1ea3i m\u1ecdi m\u00f4 h\u00ecnh doanh nghi\u1ec7p \u0111\u1ec1u c\u00f3 th\u1ec3 chuy\u1ec3n qua c\u00e1c bi\u00ean gi\u1edbi v\u0103n ho\u00e1 v\u00e0 kinh t\u1ebf. M\u1ed9t chi\u1ebfn l\u01b0\u1ee3c to\u00e0n c\u1ea7u t\u1ed1t ph\u1ea3i c\u00e2n b\u1eb1ng kinh doanh c\u1ed1t l\u00f5i c\u1ee7a n\u00f3 v\u1edbi v\u0103n ho\u00e1 v\u00e0 phong t\u1ee5c duy nh\u1ea5t c\u1ee7a n\u01b0\u1edbc, v\u00f9ng hay th\u1ecb tr\u01b0\u1eddng s\u1edf t\u1ea1i. C\u00f3 tri th\u1ee9c m\u1ea1nh v\u1ec1 c\u00f4ng ngh\u1ec7 th\u00f4ng tin, \u0111\u1eb7c bi\u1ec7t v\u1ec1 qu\u1ea3n l\u00ed d\u1ef1 \u00e1n, qu\u1ea3n l\u00ed t\u1eadp c\u00e1c d\u1ef1 \u00e1n, v\u00e0 qu\u1ea3n l\u00ed r\u1ee7i ro. C\u00f3 kh\u1ea3 n\u0103ng t\u00edch h\u1ee3p chi\u1ebfn l\u01b0\u1ee3c c\u00f4ng ngh\u1ec7 v\u00e0o chi\u1ebfn l\u01b0\u1ee3c kinh doanh \u0111\u1ec3 \u0111\u1ea3m b\u1ea3o r\u1eb1ng \u1ee9ng d\u1ee5ng c\u1ee7a c\u00f4ng ngh\u1ec7 th\u00f4ng tin h\u1ed7 tr\u1ee3 v\u00e0 t\u1ea1o kh\u1ea3 n\u0103ng cho doanh nghi\u1ec7p. C\u00f3 k\u0129 n\u0103ng t\u1ea1o ra k\u1ebf ho\u1ea1ch li\u00ean t\u1ee5c nghi\u1ec7p v\u1ee5 v\u00e0 ph\u1ee5c h\u1ed3i th\u1ea3m ho\u1ea1 t\u1ef1 nhi\u00ean, hi\u1ec3u tin t\u1ee9c nghi\u1ec7p v\u1ee5, khai ph\u00e1 d\u1eef li\u1ec7u v\u00e0 \u00e1p d\u1ee5ng ph\u00e2n t\u00edch d\u1eef li\u1ec7u cho qu\u1ea3n l\u00ed tri th\u1ee9c. \u0110\u00e2y l\u00e0 nh\u1eefng k\u0129 n\u0103ng m\u00e0 ng\u01b0\u1eddi qu\u1ea3n l\u00ed n\u1ed9i \u0111\u1ecba c\u00f3 th\u1ec3 kh\u00f4ng g\u1eb7p ph\u1ea3i nh\u01b0ng ng\u01b0\u1eddi qu\u1ea3n l\u00ed to\u00e0n c\u1ea7u c\u1ea7n \u0111\u00e0o t\u1ea1o \u0111\u1eb7c bi\u1ec7t. Tuy nhi\u00ean, vi\u1ec7c \u0111\u00e0o t\u1ea1o n\u00e0y ch\u1ec9 \u0111\u01b0\u1ee3c d\u1ea1y trong v\u00e0i tr\u01b0\u1eddng \u0111\u1ea1i h\u1ecdc h\u00e0ng \u0111\u1ea7u v\u00e0 m\u1ed9t trong c\u00e1c n\u01a1i \u0111\u00e0o t\u1ea1o n\u1ed5i ti\u1ebfng cho sinh vi\u00ean \u0111\u1ea1i h\u1ecdc trong l\u0129nh v\u1ef1c n\u00e0y l\u00e0 ch\u01b0\u01a1ng tr\u00ecnh qu\u1ea3n l\u00ed h\u1ec7 th\u00f4ng tin t\u1ea1i \u0110\u1ea1i h\u1ecdc Carnegie Mellon.<\/p>\n

 <\/p>\n

—-English version—-<\/p>\n

 <\/p>\n

Global leaders<\/p>\n

Globalization means more business opportunities and more competition than ever before. New markets are available to every company but new competitors are emerging from every corners of the world. The most challenging task today is developing leadership to manage this vast and complex global business because the traditional management training does not work anymore. Companies that invest in developing global leadership will find more opportunities and better execution, while companies that do not face more risks and potential failure. To start doing business globally, companies need strong \u201cBrand name\u201d because when people have more choices, they will buy the \u201cBrand name\u201d rather than \u201cUnknown brand\u201d. By having a strong brand name, company can hire top people because highly skilled people want to work for well-respected companies. Companies that invest in developing strong global brands enjoy better chances of hiring top candidates with global experience. For example, companies like Toyota, Honda, IBM, Microsoft, Google, Intel, Nokia or Samsung will not have much problem in developing a global leadership management. With globalization, the world is the market; companies with strong leaders can change the competitive equation toward their direction because highly skilled global leaders not only know the customs and culture of the region in which companies operate, but they also understand the issues of doing business in those areas.<\/p>\n

The question is where do you find global leaders? The answer is top university. Most top universities do not teaching \u201ctheories\u201d and \u201cbook knowledge\u201d but practical knowledge that can be used, applied with good results. If you look at the majority of business leaders in the world today, you will find probably over 90% of them came from top universities and many top universities are private schools. The list of Top ten U.S schools has eight private universities. The list of top 100 global schools has 87 private universities. Why private schools are doing better? Because they are very responsive in meeting market demand rather than rely on government supports. Private schools always adjust their curricula based on industry needs in order to get funding from industries. With more funding, they can hire better professors, build better laboratories, have more researches, and recruit top students. Let me give you an example, few years ago, Japanese automobile companies began to built cars in the U.S. Traditional Japanese companies would bring their own management to the manufacturing facilities to operate it the same way they have been successfully doing in Japan but Honda did not do that. They started their recruitment program at top U.S universities and selected the best talents to manage their plan in America. Their philosophy is \u201cPlan globally but act locally\u201d so they relied on people who knew the customs and cultures of the country where they operated rather than their own people. The result was Honda has been the most successful foreign automobile company in the U.S even though it is much smaller than its competitor Toyota. Honda also transferred those global leaders from their plans around the world back to Japan so they can help people there to understand about global leadership. This \u201cCross-cultural\u201d learning has helped Honda to be very successful in every aspect of their global business because they know how to invest in developing leaders.<\/p>\n

To many people, the word \u201cGlobalization\u201d means \u201clow cost\u201d and \u201cHigh competition\u201d but actually the potential of globalization is not just about cost, competition but also leadership. Global leaders must understand the potential of every people within their business based on their vision of a new way to do business according to local market. They must know how to leverage additional opportunities by looking for new talents that emerge from a new location over time. Hiring workers around the world is not a problem, but finding skilled managers is very difficult and costly. Of course, company can hire thousand unskilled laborers or inexperienced graduates in developing countries for much less than in New York or London, but a potential leader, an educated, highly trained, experienced in local custom and culture is not easy to locate. Poor leadership or bad management at any level can be fatal. Once a company becomes global, such failures can make success impossible and when a global company failed, it usually does not have a second chance. According to the latest research, more than 70 percent of global moves fail entirely, and only 17 percent of companies achieve profitable global growth. Many well-publicized global failures can be traced back to executive\u2019s wrong decision making. Without understand the culture and language, there were so many mistakes such as when Chevrolet introduced their U.S best selling car \u201cChevy Nova\u201d in South America, they were surprised that they had no buyer even after spending a lot of money for advertising. After several months, they learned that the work \u201cNova\u201d in Spanish means \u201cDo not run\u201d and who would buy a car that do not run. The same things happened in China when the famous fast food company KFC using the well known advertising in the U.S \u201cFinger licking good\u201d (People love to eat their food and even when they finish, they still licking their finger) but in China it means \u201cPeople eat their finger off\u201d so who would buy something that make you eat your finger? The successful U.S Company \u201cHome Depot\u201d had to sell its stores in Argentina and Chile in 2001 after local people objected to their general arrogance attitude.\u00a0 Culture clashes have also caused many successful U.S. companies to struggle in Europe, especially in Germany and France. Even today, failures in the form of missed opportunities due to ignorance of culture and local custom also occur daily around the world. More than ever, the need to have good global leaders from the local area where global companies want to do business is becoming critical. According to Harvard University\u2019s report, the recruiting of global leaders in local market is the most intensive despite the economic downsizing and every global company is struggle to find good local leaders. The questions that these global companies asked were: Where can they find local managers? Do local universities have good training programs to develop such leaders?<\/p>\n

Today global companies can build factories anywhere, anytime because they know how but their most challenge by far is having global leaders who can make their investments profitably. The typical requirements for global leaders are: Able to maintaining clear direction and motivation among an increasingly diverse team and workforce; Familiar with both global and local regulations to ensure seamless operational across geographic boundaries. Having ability to create and operate flexible business strategy because not every business model can translate across cultural and economic boundaries. A good global strategy must balance its core business with the unique culture and customs of the local country, region, or market. Having strong knowledge of information technology, especially in project management, portfolio management, and risk management. Be able to integrate technology strategy into the business strategy to ensure that the application of information technology support and enable the business. Having the skill to create natural disaster and business continuity plan, understand business intelligence, data mining and the application of data analysis for knowledge management. These are skills that domestic manager may not encounter but global managers need special training. However, these training are only taught in few top universities and one of the well known trainings for undergraduate students in this area is the Information systems management program at CarnegieMellonUniversity.<\/p>\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

To\u00e0n c\u1ea7u ho\u00e1 ngh\u0129a l\u00e0 nhi\u1ec1u c\u01a1 h\u1ed9i kinh doanh h\u01a1n v\u00e0 nhi\u1ec1u c\u1ea1nh tranh h\u01a1n tr\u01b0\u1edbc \u0111\u00e2y. Th\u1ecb tr\u01b0\u1eddng m\u1edbi s\u1eb5n c\u00f3 cho m\u1ecdi … <\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-3158","post","type-post","status-publish","format-standard","hentry","category-xu-huong-toan-cau"],"_links":{"self":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts\/3158","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=3158"}],"version-history":[{"count":2,"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts\/3158\/revisions"}],"predecessor-version":[{"id":3160,"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts\/3158\/revisions\/3160"}],"wp:attachment":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=3158"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=3158"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=3158"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}