Insights from Ms. Huong Nguyen (Nguyễn Minh Hương), CEO of Golden
If I had to summarize the changes at Golden since we started working with Teal Unicorn, I would call it the “Rebirth of the Phoenix.” We have undergone a true metamorphosis — from a traditionally structured organisation with a clear hierarchy to a dynamic, agile, and Open enterprise.
This transformation is not just about restructuring; it is a fundamental shift in mindset and corporate culture. Our team members are no longer confined to rigid roles. Instead, they can “flow” into different tasks at different times, where they can develop and leverage their strengths most effectively.
The most remarkable outcome of this change is the increased efficiency and agility within our organisation. Our workflows have become transparent and streamlined, reducing redundancies, wasted time, and resource inefficiencies. As a result, the company has not only become more seamless in its operations but has also achieved extraordinary results:
- 110% increase in work efficiency
- 80% increase in profit
- Higher salaries and better benefits for employees
More importantly, this journey has led us to redefine Golden Communication Group’s identity:
“Who are we? What sets us apart?”
We are not just another media company—we are a pioneering organisation that embraces innovation and sustainable growth.
Challenges in Our Transformation
The biggest challenge in this transition was changing the management mindset—moving from a traditional hierarchical model, where leaders make decisions and employees follow orders, to an Open Management model, where teams work independently, self-organise, and align toward shared values.
This required not only leaders and managers but also every single employee to adapt to a new way of working—one that demands transparency, initiative, and personal responsibility. It was a difficult and sometimes painful process, causing moments of uncertainty and anxiety for many.
When people see the transformation we have achieved, they often admire it and aspire to do the same. But I must emphasize that this journey was not all smooth sailing. There were challenges and moments when things didn’t go as planned.
One of the key obstacles was the uneven pace of change across teams. Some teams adapted quickly, while others hesitated or got stuck in their old ways of thinking. I realised that one of the main reasons for this was insufficient internal communication—some employees didn’t fully understand why change was necessary or how it would benefit them.
However, looking back, my greatest joy is seeing that we have created a fairer and more empowering workplace where employees truly benefit from these changes. This has laid the foundation for sustainable and people-centered growth.
A Positive Ripple Effect
Another encouraging sign is that many talented professionals in the industry now see Golden as a workplace where they can maximise their potential—and they are joining us. This has infused new energy into our company, making us stronger and enriching our organisational culture.
What Would I Do Differently?
If I could start over, I would invest more heavily in internal communication from the beginning. A transformation of this scale requires clear, continuous, and deep communication so that everyone not only understands the change but also actively participates in it.
I would ensure that every employee understands:
- Why we need to change
- What the change will bring
- Their role in this journey
Lessons as a Leader
For me, this journey has been a profound learning experience. I’ve realised that leadership is not about making all the decisions—it’s about creating an environment where people can explore, learn, and grow together.
At first, I had fears and doubts—would Open Management really work? Would it create instability? But as I witnessed the positive changes, my belief in this path grew stronger.
Throughout this journey, I saw resistance—some employees initially opposed Open Management and the “One Golden” transformation (where we merged five companies with five different functions into one unified company). They were reluctant to adopt new ways of working.
However, one year into the transition, I had lunch with a client and heard a manager proudly explain our One Golden transformation when the client shared about a similar shift in their own organisation.
I was delighted when they confidently said, “At this stage, everyone has to transform—there is no other way.”
This same manager then encouraged two teammates to take on tasks beyond their usual expertise and develop cross-functional skills. They even took on the challenge of leading a major client communication project—something they had never done before.
At that moment, I felt overjoyed and incredibly proud.
The Journey Ahead
Golden has come a long way, and we have truly reinvented ourselves. But our goal is not just to build a successful company. We want to create an environment where everyone has the opportunity to learn, grow, and succeed together.
We will continue to train our team in Open Management and build support systems that enable teams to self-manage, empowering them to maximise their value for clients, themselves, and the organisation.
Advice for CEOs and Business Leaders
For executives curious about Open Management, my advice is:
👉 If you want to build a sustainable company, a transparent and fair workplace, and create the highest value for both your customers and employees—start learning about Open Management. See if it aligns with your values and aspirations. If it does, then take action.
👉 Prioritise internal communication, starting with small teams and expanding gradually.
👉 Most importantly, lead by example.
The more you walk this path, the more confidence you will gain. And you’ll come to understand that this is a journey of discovery and learning—there is no pre-defined roadmap.
🙏 A heartfelt thank you to Ms. Minh Huong for sharing her invaluable experiences with the community!
✨ We hope this is useful for CEOs, business owners, and managers.