The journey to a robust culture began.
In the beginning, we did not have any activities to engage our team members; rather we focused on giving our team knowledge and technical skills. Then when Mekong Capital started expanding rapidly, the lack of internal connection and clear communication resulted in everyone working in silos, lots of fighting, and office politics. In the end, few or no people saw themselves as responsible for any results, and everyone had an explanation that it was someone else’s fault. Therefore, in December 2007, we engaged in a transformation journey to deliver fully on our potential.