In a recent statement, FPT Chairman Truong Gia Binh said: “If we include Vietnamese people all over the world, we are a ‘powerhouse’ in the semiconductor industry. Our biggest challenge is to connect and form our own ecosystem.” This once again shows the immense potential of Vietnamese people worldwide.
So how can we connect and maximize this resource to promote the “Made in Vietnam” semiconductor chip industry? Dr. David Nghiem, former Vice President of Cullen College (USA), Director of the University of Houston Telecommunications Center, and Director of TMA (Talented Minds Agency - USA) Vietnam, a Vietnamese expatriate with many contributions to Vietnam's science and technology, shared his insightful views on this issue.
The role of human resources
Vietnam has officially entered a new phase with the construction of its first semiconductor chip manufacturing plant. In this context, how do human resources, especially Vietnamese intellectuals and experts abroad, compare to capital and infrastructure?
- The construction of Vietnam's first semiconductor chip manufacturing plant is a very important milestone, but I want to emphasize that in the semiconductor industry, people always come before capital and infrastructure. Capital can be mobilized, and factories can be built in a few years, but human capacity, especially the ability to accumulate knowledge, operational experience, and systems thinking, takes decades to develop.
The semiconductor industry is unlike traditional industries. This is a field where even a very small error can cause the entire production line to fail. Therefore, those who have directly designed chips, operated fabs, and managed the global semiconductor supply chain are irreplaceable. Vietnam is very fortunate to have such a force of experts working in the US, Europe, Japan, and South Korea, in leading global corporations.
If we only have capital and infrastructure but lack the right people, the factory will struggle to operate effectively. Conversely, with skilled people, they can help Vietnam choose the right technology, the right market segment, and the right investment roadmap, avoiding many costly mistakes. I often jokingly say that a wrong decision in semiconductors can "burn" billions of USD, while a right decision by an experienced person can save the nation a decade.
Therefore, at this stage, Vietnam needs to consider human resources, especially overseas Vietnamese, as a "strategic asset." A chip factory is not just a structure built of concrete and steel; it must be a place where the global knowledge of Vietnamese people converges. If we can achieve that, capital and infrastructure will realize their true value.
He has repeatedly emphasized that Vietnam has a very strong force of semiconductor experts working in the US, Europe, Japan, and South Korea. According to him, what is the biggest bottleneck currently preventing overseas Vietnamese resources from fully utilizing their potential: lack of information, lack of mechanisms, or lack of trust?
- Based on my observations and experience, having worked in Vietnam for many years, the biggest bottleneck today is not necessarily a lack of information, nor entirely a lack of mechanisms, but rather a lack of clarity and consistency, which leads to a lack of trust. Many overseas Vietnamese experts genuinely want to contribute, but they don't know where to start, what their role is, and whether their contributions will be taken seriously.
Information is readily available. Numerous programs, appeals, and workshops are organized. However, the problem is that after these events, the story often doesn't move forward. Experts are invited to speak and share their knowledge, but they are rarely involved in the decision-making or implementation process. This makes them feel like they are merely playing a decorative role.
The mechanism itself is also a bottleneck, but more fundamentally, it's the way the mechanism operates. The semiconductor industry demands speed, flexibility, and a high degree of respect for expertise. Meanwhile, many current processes still heavily rely on administrative thinking and are not suited to the specifics of high technology. This creates a huge gap between the expectations of experts and the reality of the work.
When this happens repeatedly, trust erodes. Vietnamese expatriate experts don't demand special privileges, but they need clarity: what they do, what their authority is, what their responsibilities are, and whether their contributions will create real change. If Vietnam can resolve this bottleneck, I believe that resources from overseas Vietnamese will naturally be unlocked.
Vietnam has officially entered a new phase with the construction of its first semiconductor chip manufacturing plant. (Photo: AI)
Is the understanding of "talent acquisition" currently too narrow?
Based on the experience of connecting overseas Vietnamese through intermediary organizations like Talented Minds Agency (which he heads), it's clear that many experts are willing to contribute but don't necessarily need to "return to Vietnam full-time." In his opinion, is Vietnam's understanding of the concept of "attracting talent" too narrow?
- I believe that Vietnam still has a rather narrow understanding of the concept of "attracting talent," often equating it with inviting experts to work full-time in the country. In the context of globalization, and especially in the semiconductor industry, this understanding has become outdated.
Many overseas Vietnamese experts currently hold very high positions in large technology corporations. They cannot and do not need to leave those jobs to return to Vietnam long-term. But that doesn't mean they can't contribute. In fact, they can contribute very effectively through strategic consulting, technology transfer, human resource training, and connecting Vietnamese businesses with global networks.
At Talented Minds Agency, we've witnessed many flexible collaboration models: experts participating on a project-by-project basis, in stages, or even just a few weeks each year, yet delivering immense value. The question is whether Vietnam is ready to accept and design such collaboration models.
Attracting talent in the new era isn't about "recruiting people," but about connecting intellectual capital . The important thing isn't where the experts are located, but whether they are involved in important decisions, empowered, and see their contributions making an impact.
If Vietnam broadens this understanding, I believe the door to collaboration with overseas Vietnamese in the semiconductor industry will be much wider, especially in strategic sectors like semiconductors.
In your opinion, which model would be more effective for connecting overseas Vietnamese in the semiconductor industry: a state-level program, an official network led by businesses, or an open platform combining the state, businesses, and intellectuals?
In my opinion, the most effective model is not an "either/or" choice, but an open platform that combines the State, businesses, and intellectuals. The semiconductor industry is too complex for a single entity to lead.
The State needs to play a facilitating role: defining national strategies and priorities, building policy frameworks, and creating initial markets. Businesses are the implementing force, understanding market needs and transforming technology into products. And intellectuals, especially overseas Vietnamese, bring knowledge, experience, and global connections.
If there are only state-level programs without genuine business participation, they will easily become mere formalities. If businesses are left to handle everything themselves, there will be a lack of long-term vision. And if we rely solely on spontaneous networks of intellectuals, it will be difficult to create large-scale impact.
Therefore, Vietnam needs a truly interconnected platform where the roles, authority, and responsibilities of each party are clearly defined. That platform must be flexible enough to allow overseas Vietnamese experts to participate remotely, on a project-by-project basis, but also strong enough to translate ideas into action.
How can "potential power" become "organized power"?
In the semiconductor industry, empowerment and trust are considered paramount. According to you, what changes does Vietnam need in its management thinking and talent utilization to encourage overseas Vietnamese experts to truly participate deeply, instead of merely playing a formal advisory role?
- In my opinion, the most important thing is that Vietnam needs a fundamental change in its talent utilization mindset. We must shift from a formal approach of "seeking opinions to fulfill procedures" to a mindset of "empowerment and accountability." In the semiconductor industry, a field with extremely high complexity and very fast decision-making cycles, if experts are not truly empowered, they will not be able, nor dare, to take full responsibility for a project or a technological decision.
Empowerment here does not mean loosening management or disregarding organizational discipline. On the contrary, it is a clear distinction between administrative management and professional decision-making. Individuals with in-depth knowledge of technology, processes, and international standards must have the authority to make decisions within their area of expertise, accompanied by clear performance indicators for progress, quality, and effectiveness. The evaluation mechanism also needs to shift from a focus on formality, reporting, and relationships to one based on concrete and verifiable outputs.
An equally important factor is trust. Trust cannot be built through slogans or vague invitations; it must be cultivated through consistent actions in practice. When Vietnamese expatriate experts see that their opinions are taken seriously, that they receive transparent feedback, and most importantly, that their work is implemented effectively, they will naturally become more deeply involved and willing to participate at a higher level of commitment.
If Vietnam wants overseas Vietnamese experts to not just "stand on the sidelines advising," but to actually participate and share responsibility in key semiconductor projects, then the mindset of empowerment and building trust must become a core principle, not just a goodwill declaration.
In a recent statement, FPT Chairman Truong Gia Binh argued that if Vietnamese people worldwide are included, Vietnam is a "powerhouse" in the semiconductor industry. He questioned how this "potential powerhouse" can become an "organized force," instead of just fragmented, spontaneous efforts. He stated: "To
transform a 'potential powerhouse' into an 'organized force,' I believe the most important thing is for Vietnam to have a clear strategy and a competent coordinating body. We cannot rely on spontaneous, fragmented efforts or solely on the individual enthusiasm of experts. In a highly complex and systemic industry like semiconductors, a lack of coordination means a waste of resources.
First and foremost, Vietnam needs to clearly define what role we want the global community of Vietnamese experts to play in each stage of the semiconductor industry's development." Are they strategic advisors for national policy decisions, the core of human resource training and standardization, or directly involved in design, testing, packaging, and eventually production? Each role requires different mechanisms for connection, commitment, and measurement. When goals remain vague, the organization of the workforce will always remain at the level of a movement. Next
, it is necessary to build networks of experts in specific fields – such as chip design, materials, packaging, testing, and supply chain management – with reputable coordinators, clear responsibilities, and specific outputs. Each network should not only facilitate academic exchange but also be linked to specific domestic projects, training programs, or products.
When these networks are connected to businesses and regulatory agencies within a unified structure, "power" will no longer be an abstract concept or a mere encouragement, but a tangible capability that can be mobilized, measured, and sustainably developed over time.
Looking ahead 10-15 years, what, in your opinion, should be the measure of success for the strategy of connecting overseas Vietnamese in the semiconductor industry: the number of returning experts, the number of technology transfer projects, or the formation of a community of Vietnamese experts with a voice on the global semiconductor map?
- In my opinion, if we look at the 10-15 year timeframe, the measure of success for the strategy of connecting overseas Vietnamese in the semiconductor industry should not be limited to the number of returning experts. Returning is a choice, but not a prerequisite for creating value. In the context of the deep globalization of the semiconductor industry, the level of engagement, depth of participation, and influence of the Vietnamese expert community within the global value chain is of paramount importance.
Success, first and foremost, is when Vietnam has concrete chip projects – from design and packaging to testing – in which the contributions of overseas Vietnamese experts are clear and substantial. They can participate as system architects, design team leaders, key technology consultants, or liaisons with international partners. The value lies in the transformation of global knowledge and experience into endogenous capabilities for domestic businesses and teams.
The next measure is the formation of generations of well-trained domestic semiconductor engineers who work to international standards and are capable of directly participating in complex projects. As this workforce matures, they will not only work for the domestic market but also be able to enter the global market, thereby creating a reverse knowledge spillover effect back to Vietnam.
At a higher level, true success is when the Vietnamese expert community in the semiconductor industry is internationally recognized as having a voice. This is demonstrated by their participation in technical councils, major international projects, and prestigious academic and industry forums. When Vietnam is not just a recipient of technology, but a link contributing intellectual resources to the global semiconductor ecosystem, then the strategy of connecting overseas Vietnamese can be considered to have achieved its long-term and sustainable goals.
Thank you very much, Dr.!