The book is edited by Dr. Le Manh Hung - Chairman of the Board of Members (BOD) of Petrovietnam.
The book does not stop at analyzing concepts but link the theory with specific competencies in organizational management: from goal planning, risk forecasting, plan adjustment, flexible response, to a long-term progress of " dynamic creation".
Not only stopping at models or definitions, the group of authors cited many vivid examples from the practice of large organizations in the world, where management of change is no longer an option but a condition for existence.
However, what makes readers most convinced is the evidence from the Vietnam National Industry - Energy Group (Petrovietnam), an organization with "special double" nature.
In 2020 - the time when the world was in turmoil due to the COVID-19 pandemic and crude oil prices plummeted like never before, Petrovietnam faced a "double crisis". In that context, the concept of water change management was first formed.
A set of fluctuation management solutions has been designed and deployed synchronously, continuously updated in real time, as a vital organizational reflection.
Thanks to that, Petrovietnam has not only stood firm through the crisis, but has achieved many positive results in output, finance, budget contributions, human resource management and operational capacity.
This is not a story of achievements, but a convincing testament to a new approach: when an organization knows how to live with changes, knows how to react quickly but has a system, then even a crisis can become a part of a value creation chain.
From 2021 onwards, " Valuation management" at Petrovietnam will no longer play a role in responding to situations. This concept has been elevated into an operating method, gradually taking shape as part of the corporate governance culture. Each unit and each officer is starting to clearly understand: the plan is important, but the ability to adjust and adapt the plan in changing conditions is even more important.
In 2024, Petrovietnam recorded for the first time a revenue exceeding the 1 million billion VND mark - a figure that not only reflects scale, but also marks a proactive, flexible and courageous governance process in the face of continuous fluctuations in the global economic - geopolitical environment.
rigid control thinking has been replaced by flexible control. The culture of implementing according to instructions is gradually giving way to a more proactive approach, responding to the goal of life. It's a real transformation. And it is also proof that: a theory, if it is strong enough to stand firm in harsh practice, will find a place in the organizational operating system.
The book does not promote theory. nor did he try to prove the new by denying the old. The group of authors chose another, calmer, but sustainable path: Observing practice, extracting thinking, restructuring into thesis, then pointing out how to operate, from high-level strategy to system coordination and human resource development.
It is worth appreciating that the book does not aim to prove anything new. The voice is moderate and restrained. The group of authors did not try to assert themselves correctly, they only chose to record what had been truly implemented, experienced through practice, with the desire to share in a specific way, suitable to the context of a large-scale organization with heavy tasks and specific responsibilities like Petrovietnam.
Therefore, this book is not only for senior leaders. The book is useful for those who are taking on the role of intermediary manager, those who have to struggle between the old plan and the new reality.
For small and medium-sized enterprises, where the ability to forecast is almost zero, the "life goal management" approach in this book can open up another path: no need to look hundreds of kilometers away, just be alert enough to see 100 meters ahead and step correctly.
The book "Variation and crisis management" was compiled to provide a system approach in both theory and practice, helping managers build adaptive and proactive creativity in uncertain environments.
These pages of books were born from a real journey, Dr. Le Manh Hung - Chairman of the Board of Directors of Petrovietnam - is the editor of the book "Variation Management and crises".
He became the "captain" leading Petrovietnam right at the most volatile and crisis period: Dual crisis in 2020, COVID-19 pandemic, plummeting oil prices, broken supply chains, and internal challenges in institutions and operations. In that context, the mindset of "managing fluctuations" was initiated by him and his colleagues from the days of operating the system in the eye of the storm.
The book " Manage fluctuations and crises" - the thoughts in the book are filtered by alertness after an uncertain operational journey, when every decision carries the weight of risks and responsibility.
The book has chosen to recount what it has gone through, in a sincere, unmental way, in depth enough for readers to refer to themselves.
That is what makes the work's unique value, like a real cut of the leadership journey in times of change, written not only with a pen, but with passion and experience.
