Why many people specialized competent in their major but not successful as a manager?

82%

Of enterprises believe middle managers are the “most critical link” in executing corporate strategy (Gallup)

67%

Of middle managers fall short of comprehensive management standards, from people leadership to system and strategy management (McKinsey)

In every organization, Middle Managers are the vital link transforming strategy into action. However, many face common challenges:

• Strong technical expertise but limited management capability
• Lack of skills in leading people and building effective teams
• Difficulty collaborating effectively across functions
• Overwhelmed by pressure from both senior leaders and frontline teams
• Unsystematic decision-making due to insufficient management foundations

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Comprehensive solution from the program

For over 25 years, PACE Institute of Management has continuously researched and implemented the “Management For Middle Managers - MMM” Program, built on the proprietary PACE’s MMM Model - a framework designed to develop management capabilities to international standards while being tailored to the context of Vietnamese enterprises.

The program has trained more than 100,000 managers over the past 25 years and has become the benchmark training solution for organizations of all sizes across the country.

Opening Date	Schedule	Study Time
17/03/2026 | HCMC	Tuesday, Thursday	18:00 - 21:00	REGISTER
21/03/2026 | Hanoi	Saturday, Sunday	08:30 - 11:30 & 13:00 - 16:00	REGISTER

Program Highlights

The first training program for Middle managers in Vietnam

With more than 25 years of implementation, MMM has earned the trust of thousands of local and international enterprises.

PACE’s exclusive Training methodology

The MMM Model - developed and continuously refined by PACE Institute - empowers managers to stay resilient and achieve breakthroughs.

Experienced and professional Faculty

PACE’s faculty combine strong academic foundations with many years of hands-on executive and management experience.

Practical, action-oriented Learning approach

Including case studies, management simulations, group discussions, team coaching, and applied exercises for each module.

Program Participants

Middle Managers (MM): Heads/Deputy Heads of departments or divisions, Team Leaders, and Functional Group Leaders.

Functional Managers (FM): Heads of Human Resources, Finance, Sales, Marketing, Administration, IT, Production, Project Management, Chief Accountants, etc.

High-Potential Talent for Management Roles: Individuals who are being prepared or have a career path toward becoming managers or functional directors.

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What MMs Gain from the Program

Understand the role and core competencies of professional Middle Managers within the organizational system

Develop comprehensive management capabilities

Develop people leadership capability to lead and grow teams

Strengthen cross-functional collaboration and strategy execution at the operational level

Build cohesive, disciplined and high-performance teams

Program Content

Section	Module	Session	Hour
Authentic Middle Manager (MM)	Position, role, and functions of an MM The work of an MM Department Management tasks The importance of professional skills for managers Introduction to the 12 essential skills for Middle Managers	1	3
Strategy Execution	The meaning and importance of Vision and Mission Company strategy & Departmental/Functional strategy Departmental Strategy Planning (Functional Strategy) Deploying Departmental Strategy Reporting implementation results / Performance Report	4	12
Managing Team	How to manage a team How to develop employees Building a management system	4	12
Culture Building	What is culture and its importance to management? Understanding and implementing "corporate culture" for the department Building "departmental culture" to increase team strength	2	6
Change Management	The context of management in a multicultural, multi-generational, and technologically explosive environment New ways of thinking, living, and working in the new context Models & Methods of Change Management in the new context	1	3
Total		12	36

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