Strategic decision: When training becomes matter of survival
Twenty years ago, as Viettel entered Vietnam’s telecommunications market, it faced greatest challenges not only in terms of technology or market access, but also in terms of its people. The strategy to rapidly expand nationwide telecommunications services required thousands of engineers, technical specialists, and business personnel to be ready for immediate deployment, rolling out network infrastructure and establishing business operations across the country within a short period of time.
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Overview of Viettel Academy (Photo courtesy of Viettel Academy) |
In that context, training was no longer a supporting function; it became a decisive factor. Viettel recognized that it could not rely solely on external knowledge resources, it should pro-actively build its own training system.
On March 27, 2006, the Viettel Training Center, the predecessor of Viettel Academy, was officially established. This was seen as a strategic step that laid the foundation for an internal knowledge ecosystem, a core element enabling Viettel to achieve self-reliance in human resource development.
From “hands-on training” to knowledge ecosystem
In its early phase (2006–2010), Viettel Academy focused on “hands-on” training. Classes were organized with flexible formats, concise content, and a strong emphasis on practical application. Viettel staff themselves took on the role of instructors, passing on their expertise to fellow colleagues. The “hands-on guidance” approach, combined with a “replicating talent” strategy, helped produce thousands of skilled engineers and technical personnel capable of deploying telecommunications infrastructure nationwide. Within a short period, the time required to install a BTS station was reduced from one month to just one week - clear evidence of the effectiveness of a practice-oriented training model.
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Viettel Academy launches smart classrooms equipped with virtual studio technology. |
Between 2010 and 2018, as Viettel evolved into a major telecommunications group and expanded globally, the academy underwent a significant transformation. The introduction of an E-learning system digitized knowledge and expanded learning spaces, enabling rapid dissemination to tens of thousands of employees.
A key milestone occurred in 2015 when the training center was officially upgraded to Viettel Academy, marking a new stage in its mission, scale, and role. In 2017, the academy moved to its modern campus in Hoa Lac.
Since 2018, the academy has anchored the group’s training activities, spearheading the "Viettel learning organization" model. Through digital transformation and platforms like LMS and By Day Learning, alongside AI and VR applications, it has shaped a distinctive learning ecosystem. These efforts have professionalized training, aligning it closely with Viettel’s business operations and human resource strategy.
Journey of pride
Over 20 years, Viettel Academy has trained tens of thousands of employees, developed thousands of internal instructors, and recorded millions of online learning sessions. Notably, hundreds of participants have become key Viettel personnel.
Beyond statistics, the academy’s primary value lies in its distinctive philosophy: “Developing People – Developing Skills.” This approach transcends professional competence to shape the thinking, ethics, and character of every individual.
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Viettel staff receive training at the General Department of Defense Industry and Economy (GAET). (Photo courtesy of Viettel Academy) |
Notably, the “5 do's” mindset, do differently, do better, do earlier, do faster, and do more, guides all training, research, and development.
The academy’s contributions have earned numerous awards, notably the Third-class Labor Order presented by the President on March 10, 2026. This milestone affirms its vital role in Viettel’s human resource development.
Furthermore, the academy received the international Learning Elite Awards for three consecutive years (2022–2024). It has also expanded domestic and international university partnerships, fostering innovation and helping educational institutions develop high-quality human resources for society.
Future aspirations
Twenty years marks a proud journey, but also the starting point for even greater ambitions.
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A view from a training course for provincial and municipal branch directors |
As the world enters the digital era, Viettel Academy will continue to accelerate digital transformation in training, applying AI, personalizing learning journeys, and building lifelong learning models for every staff. Meanwhile, it aims to expand its training services beyond the group, becoming a strategic partner in human resource development for businesses and society
Over the past two decades, alongside Viettel, the academy has become a solid pillar of knowledge, playing a guiding role in shaping human resource development.
Translated by Quynh Oanh