NEWING Q3/2026: TURNING LEARNING INTO ACTION

In July, Newing partnered with ABC Vietnam to deliver the Innovation Behaviors & Habits — A Human-Centered Approach program. The program seamlessly integrated three practical approaches:

• Design Thinking: Dig deeper to define the right problem.
• Lean Startup: Test on a small scale, fail early, and learn quickly.
• Agile: Turn ideas into short execution cycles to test and validate them.

Immediately after the program, ABC launched four priority innovation projects.

By September, the journey had moved deeper into the middle-management team, addressing three critical challenges:

• Shifting from being functional experts to delivering results through their teams.
• Building psychological safety and strengthening internal trust.
• Activating a culture of innovation within their own departments.

A more clearly delegated task, a well-timed probing question, or a timely feedback conversation—these seemingly small behaviors determine whether a framework truly takes root in an organization.

Over three months, ABC Vietnam recorded 1,200 instances of practicing new culture-aligned behaviors using the Sprint Joy tracking toolkit. Rather than allowing commitments to change to fade after training, the tool uses gamification and leaderboards to turn practice into a daily habit, helping employees see both their own progress and that of their colleagues.

Accompanying two groups of leaders on study tours to Hangzhou, Newing applied a four-stage learning approach:

Observe → Decode → Assess relevance to the local context → Define concrete actions

The key takeaway: Becoming an AI-native organization does not begin with buying more tools. It requires leaders to redesign how data is collected, how business decisions are made, and how people work alongside technology every day.

Read more about the Alibaba Study Tour

Analysis Narrative & Project Story

As they professionalize their management systems, many large enterprises in Vietnam face a common challenge: fragmentation. They have invested in competency frameworks and key performance indicators (KPIs), yet their compensation systems remain rooted in legacy practices or lack clear integration with these foundations. When embarking on the development of a 3P rewards system—Pay for Position, Person, and Performance—NSN’s leadership selected Newing as its strategic consulting partner.

The project’s central challenge goes beyond compensation calculations. It lies in the distinctive nature of engineering and industrial construction, with a multilayered workforce spanning office-based teams, field engineers, and a flexible project workforce. To ensure the system is practical and fit for purpose, Newing structured its approach around three pillars:

• Industry Diagnostic: Conduct an in-depth analysis of NSN’s value chain and business cycle to accurately understand how each job group contributes to the organization.
• Job Evaluation & Internal Equity: Standardize job descriptions and assess the relative value of each role to establish a transparent, objective job grading system.
• Reward Architecture: Review current pay practices to design a new compensation structure that integrates the existing competency framework (P2—Person) and KPIs (P3—Performance) while optimizing workforce costs.

At the project’s halfway point, the most significant achievement has been the strong alignment between the executive team and functional managers on the job evaluation results and grading framework. This provides a solid foundation for NSN to move confidently into the next critical phase: finalizing its pay structure and market-competitive rewards policies.

Key Project Highlights

• Client: NSN Construction & Engineering Joint Stock Company.
• Project Scale: Development of a Total Rewards system based on the 3P model—Pay for Position, Person, and Performance.
• Strategic Goal: Connect and optimize existing HR foundations—competencies and KPIs—to establish an internally equitable, market-competitive rewards structure tailored to the operating characteristics of an industrial engineering contractor.

Next Step: Design the pay structure and salary scales, and issue the new compensation and rewards policies.

A 3P pay system is more than a calculation formula—it is a statement of how an organization recognizes and rewards the value of each role.