Chairman of HVA Group Vuong Le Vinh Nhan: Today's enterprise value no longer lies in the assets it 'owns', but in what can be 'activated' such as knowledge, ecosystem, trust and data.

Mr. Vuong Le Vinh Nhan - Chairman of the Board of Directors of HVA Group believes that the new generation of business leaders is not measured by growth rate, but by the ability to maintain a solid internal foundation in the face of fluctuations. As a member of the Nominating Council of the Next Gen CEO 2025 program, he shares his perspective on corporate value in the digital asset era and the criteria for identifying a leader with the ability to go the long way.

Mr. Vuong Le Vinh Nhan (Eric Vuong) is currently Chairman of the Board of Directors of HVA Group, Vice Chairman of the Vietnam Digital Asset Alliance and Co-founder and General Director of FUNDGO Creative Startup Investment Fund. With more than a decade of research and participation in the process of transforming business models in the digital age, he believes that in the new era, business value no longer lies only in what the business owns such as assets, factories, or investment capital, but in what the business can activate: knowledge, trust, organizational culture, resonance network and human development capacity.

In an interview with us within the framework of the Next Gen CEO 2025 program with the theme "Strengthening the nation", the Chairman of HVA Group shared his perspective on the nature of corporate values in the new era and the criteria for identifying a leader with the ability to go the long way.

Sir, as the digital economy develops, how is "value" in business being redefined?

I believe that value today is no longer in the assets a business “owns”, but in what it “activates” such as knowledge, ecosystems, trust and data. Digital businesses not only create profits, but also create a platform for people to develop together.

Many businesses still operate with a tangible asset mindset, while value increasingly lies in technology, people and data. What do you think is the key to transforming this mindset?

The key is leadership awareness. When leaders understand that “technology is not a cost, it is a competitiveness”, when they invest in people and knowledge instead of just assets, that is when the organization begins to mature.

Digitizing assets and data creates great opportunities but also comes with risks. In your opinion, what should businesses prepare to master, instead of following the technology trend?

It is important to understand clearly “what” and “for whom” you are digitizing. Many people do technology because they are afraid of being left behind, but do not know where they want to go. Digitalization is a long journey, businesses need a standard data platform, a transparent culture and a team that understands core values before thinking about technology.

In a fast-changing environment, what helps a CEO maintain a long-term vision while remaining flexible in day-to-day operations?

I believe it is the ability to remain calm in the midst of movement. When a CEO has a clear vision, he or she does not need to react to every change. He or she observes, chooses the timing, and acts with purpose. Being agile is not about constantly changing, but about being steadfast in your goals, but flexible in how you move.

When an organization is faced with the choice of going fast or going slow, expanding or contracting, where do you think the principle of balanced decision-making lies?

In business, speed is important, but rhythm is vital.

I always ask the team: “Are we moving faster than our absorption capacity?”

Expanding without controlling internal capacity is expanding risk. Going fast or slow is not as good as going at the right pace.

Many technology models grow strongly in the early stages but quickly stagnate. In your opinion, the bottleneck is often in the model, the market, or the team?

In my opinion, it's often not about the technology, but about the people.

When a business grows too fast, its structure and culture cannot adapt. At that time, management capacity, transparency and trust within the team determine whether the business can continue or not.

What do you think keeps an ecosystem sustainable, rather than just a loosely coordinated set of collaborations?

We are not building a corporation, but a knowledge ecosystem. Our goal is to create an environment for young entrepreneurs to learn, share and grow together. An ecosystem is only sustainable when its members believe in the same values and are willing to contribute rather than just cooperating for short-term benefits.

As a member of the NEXT GEN CEO 2025 Nomination Board, what criteria do you prioritize when selecting a CEO to recommend and endorse?

I look for people with “inner strength”, that is, the ability to withstand pressure while maintaining identity, to learn, and to listen. Because a new generation leader needs not only intelligence, but also a balance between reason and humanity.

In the leadership journey, there will be times when there is great pressure from the market, investors, the team and your own expectations. In your opinion, what shows that a CEO has a strong enough “internal foundation” to not be caught up in external fluctuations?

I have been through many crises, from financial, technological to personal reputation.

What keeps me going is not success, but the ability to accept failure. A CEO with a strong internal foundation is one who does not let the outside world define his or her worth.

If you could send a brief message to the business leadership community today, what would you emphasize?

Don't be afraid to go slow, just be afraid of not being true to yourself. 

Technology can change the world, but only people can make that change meaningful.