Finding capable successors remains a major challenge for Vietnamese enterprises seeking growth and continuity. Without a clear pipeline, companies risk losing corporate values when founders step down. This article explains why the gap persists and what leaders are doing about it.

Many firms continue to face difficulties identifying and grooming successors when founders or long‑serving executives leave, the HAWEE Leaders Forum 2026 reported. This gap threatens both stability and future expansion.

Nguyen Thi Mai Thanh, chairwoman of the Strategy Committee at REE Corporation, said the firm handed executive duties to three chief executive officers without ownership stakes. The first CEO completed the transition successfully, but the second and third left after six months and one year, respectively.

Business leaders stress that empowerment, human‑capital development, and new management practices are essential for long‑term resilience. For example, Biti’s CEO Vu Le Quyen described shifting from a strict style to a workplace that values employee well‑being, listening, and initiative, encouraging staff to solve problems and share ideas.

Mai Huu Tin, chairman of UniGroup, highlighted Vietnam’s large, dynamic younger generation as a key advantage, yet he warned that greater investment in talent development is needed to move up the value chain. To address this, he announced plans for a Vietnam Leadership Institute that will train future leaders with professional expertise and global perspectives.

In short, Vietnamese companies struggle to find and retain successors because succession planning is still weak, and empowerment alone is not enough. Systematic talent development, such as the upcoming leadership institute, could provide the pipeline needed for sustainable growth.