Resolution 57 and many new policies have identified strategic technology as the foundation for Vietnam to “break through” in the new development phase. However, the biggest challenge now is not identifying which technologies are important, but finding the path to master them.

According to Thang, among the current national strategic technology list, there are many fields Viettel is engaged in, such as semiconductors, quantum technology, 5G/6G, artificial intelligence (AI), UAVs, advanced materials, and space technology.

The common point of these fields is that they are decisive for national competitiveness for decades to come. However, unlike common technologies, strategic technologies can hardly be accessed through purchase or simple transfer.

Amid increasingly fierce tech competition, developed countries are tightening control over technology and restricting exports of core strategic capabilities. Vietnam has no choice but to build endogenous capacity.

Thang believes that if Vietnam wants to go far, it must start with deeply understanding the scientific nature of technology. For instance, with quantum technology, the important thing is not chasing after communication trends but genuinely understanding quantum physics. 

With semiconductors, it is deeply understanding chip design. With satellites, radar, or advanced materials, a solid foundation of basic science is required.

According to Thang, enterprises cannot replace the role of universities or research institutes. To master strategic technology, Vietnam needs to have an ecosystem in which universities train human resources, research institutes develop foundational knowledge, and enterprises transform knowledge into products.

How to master core technology

One of the greatest lessons that Viettel has drawn during its high-tech research process is that it must proceed from small to large.

Many nations fail because they set overly large goals right from the beginning while they have not yet built foundational capacity.

Viettel's experience is to start from simulation models, from small prototypes, and then step-by-step perfect the technology and expand the scale. This approach is applied during the journey of mastering 4G and 5G telecommunications equipment. From the foundation of electronics, telecommunications, and the 4G network, Viettel continues to develop 5G equipment and has currently deployed experimental products in foreign markets with millions of users.

According to Thang, the key lies in tying strategic technology to concrete strategic products. A technology can be very broad and abstract, but a product always has clear goals. 

Instead of speaking generally about 6G technology, enterprises need to determine which type of 6G equipment they will develop. Instead of researching AI in a generalized direction, it is necessary to determine what puzzle the AI product serves.

He believes that innovation does not equate to absolute freedom. Large research projects must all have clear goals, schedules, and output products. 

Research teams are granted autonomy, but must still be evaluated by results. He calls this the "directed research" model, where innovation is placed within a framework flexible enough to encourage renewal but still ensures investment efficiency.

Leading enterprises needed 

If strategic technology is the foundation, leading enterprises are the engine of the innovation ecosystem. Vietnam needs to form flagship enterprises capable of leading strategic technology sectors in a manner similar to what many nations have done.

For example, when developing the semiconductor industry, Vietnam should not merely focus on the final packaging or assembly stages. To create large added value, it needs   the simultaneous development of materials, design, equipment, software, and many other links in the value chain. 

If only participating in a minor stage, the portion of value retained for the economy will be highly limited. Therefore, the ultimate goal is not manufacturing a single isolated product but step-by-step mastering the value chain.

Alongside building leading enterprises, the State needs to further improve policy mechanisms to create a market for domestic tech products. Many Make in Vietnam products today struggle not because of poor quality but because small production scale makes costs higher than foreign products produced in millions of units. 

To develop strategic technology, Vietnam needs strong priority mechanisms for domestic products, especially in areas related to digital infrastructure, defense, telecom, and national digital transformation.

Developing strategic technology is not simply a matter of investment or scientific research. It is a long-term process requiring a combination of basic scientific capacity, leading enterprises, and suitable policies.

Thai Khang