For decades, global business has been framed by a familiar contrast: Asia moves fast, while Europe moves carefully. Speed versus discipline. Agility versus quality. As supply chains shift and markets converge, the question is no longer which approach is better, but whether the two can actually be aligned.

The differences are stark. In Europe, an e-commerce order may take days to arrive, while in much of Asia it can reach the customer overnight or even within hours. In the automotive industry, meanwhile, European manufacturers often spend three to six years developing a new model, while Asian competitors can do so in as little as 18 to 24 months.

The cliché suggests that Europe takes time to ensure quality, while Asia prioritizes speed at the expense of precision. Yet in an increasingly fast-moving global economy, the real challenge is whether European rigor and Asian momentum can be combined into a new competitive formula.

Where speed meets discipline

Few markets capture the tension between speed and discipline as vividly as Vietnam - a country transforming at a pace that both attracts and challenges European businesses. For companies shaped by long planning cycles and rigorous procedures, Vietnam’s rapid evolution can feel both exhilarating and destabilizing. Yet that momentum is precisely what continues to anchor European confidence in the market.

After nearly 15 years in the country, Ms. Delphine Rousselet, Executive Director of EuroCham Vietnam, has watched the transformation unfold in real time. The speed of change, she noted, is visible not only in economic data but in everyday life. “Every time you leave the country for a few weeks and come back, there is something new,” she said, pointing to the constant emergence of new cafés and shops and other developments as tangible signs of an economy in motion. That dynamism is reflected in business sentiment. EuroCham’s latest Business Confidence Index found that 88 per cent of European companies would recommend Vietnam as an investment destination, with long-term outlooks remaining strongly positive despite ongoing challenges such as talent shortages and regulatory bottlenecks.

Vietnam’s appeal lies not only in growth projections but also in its ability to execute. Ms. Sabine U. Dietrich, Non-Executive Director at Commerzbank AG and a former executive at British Petroleum, experienced firsthand the gap between European decision-making processes and Asian implementation speed. Securing approvals from headquarters for a gasoline station network in Vietnam took five months, shaped by layers of governance and risk assessment. Once approval was granted, local teams completed a fully operational model within just four weeks - a contrast she described as “incredible.” The experience illustrated how speed on the ground can coexist with, and sometimes outpace, the discipline embedded in European corporate structures.

Institutional change has reinforced this momentum. According to Mr. Peter Kompalla, Chief Representative of AHK Vietnam, the country has recorded one of the most significant improvements globally in ease of doing business over the past two decades. Sweeping administrative reforms demonstrate a willingness to pursue change at a scale rarely seen in Europe. While such measures inevitably create short-term disruption, businesses increasingly view them as signals of a long-term commitment to productivity and competitiveness.

At the operational level, the balance between speed and discipline often determines whether rapid growth translates into sustainable success. Mr. Frank Schellenberg, Founder and Chairman of DIGI-TEXX, encountered this reality when relocating his company’s facilities in Ho Chi Minh City. Local teams were confident the move could be completed within weeks, reflecting Vietnam’s capacity for swift execution. Yet closer scrutiny revealed critical infrastructure considerations, from electrical capacity to network reliability, that required careful verification. “Speed is one thing, but quality and sustainability are another,” he said, underscoring the need to integrate both approaches rather than choosing between them.

Taken together, these experiences suggest that the perceived divide between European discipline and Asian speed is less a clash than a balancing act. In Vietnam’s rapidly-evolving economy, success increasingly depends on the ability to combine rigorous preparation with the agility to act quickly, aligning two approaches once seen as incompatible into a single competitive advantage.

Risks that follow

If speed is Vietnam’s defining advantage, it is also a source of vulnerability. Rapid expansion, regulatory shifts, and infrastructure rollouts have created opportunities for businesses, but they have also exposed the limits of moving faster than systems can support.

Much of the current optimism surrounding Vietnam stems from global supply chain realignment and shifting trade dynamics. As companies seek alternatives to traditional manufacturing hubs, the country has emerged as a primary destination for relocation and expansion. Ms. Rousselet noted that some European manufacturers have seen export orders double as production shifts toward Vietnam, reinforcing the perception of the country as a rising industrial center.

Yet acceleration can produce friction. Policies and systems introduced at speed do not always account for operational realities, particularly for foreign businesses navigating unfamiliar administrative frameworks. Ms. Rousselet pointed to the rollout of the VNeID digital identification system as one example where implementation moved ahead of practical guidance for international users, creating complications for companies attempting to comply.

Infrastructure development presents similar challenges, she noted. Major projects can be completed and opened before supporting systems are fully in place - airports without adequate transport connections or facilities launched before construction is entirely finished. Such cases illustrate a recurring tension: speed delivers visible progress, but without coordinated planning it can also create costly disruptions.

For European firms, the challenge is compounded by differences in risk perception. Despite strong interest in Vietnam, many companies remain cautious when committing capital. Mr. Kompalla noted that his company receives 700-800 inquiries from German companies seeking opportunities in Vietnam, yet final decisions are often delayed.

“Part of this relates to developments in Germany, for example uncertainty about the future of the automotive industry and customer demand,” he said. “But there is also a cultural aspect. Things move very fast here, which makes outcomes less predictable. In Germany, this creates fear because risk management becomes more difficult.”

In contrast, he observed, the cultural strength in Vietnam is the willingness to move forward without fear - to act first and resolve problems along the way. The key is to find a compromise: less fear and more trust on the German side, and perhaps more openness to expertise and quality on the Vietnamese side. That would elevate cooperation to the next level.

At the company level, balancing speed with quality becomes a daily operational test. Mr. Schellenberg emphasized that clients increasingly demand rapid delivery without compromising standards, a combination that requires both agility and disciplined processes.

“Our slogan is ‘German quality made in Vietnam,’ which emphasizes quality rather than speed,” he said. “Speed can therefore be challenging for us. We can respond quickly, but sometimes we do not yet fully understand what the customer wants to achieve.” His company’s experience highlighted the importance of training and systems capable of sustaining quality at scale, particularly in a labor market where vocational education pathways remain limited.

Cultural understanding ultimately shapes whether speed becomes an advantage or a liability. Ms. Dietrich argued that aligning European planning with Asian adaptability is not only possible but necessary in a fast-moving global economy. Drawing on her experience managing diverse teams, she pointed to deep-rooted differences in how societies approach hierarchy, uncertainty, and relationships. Vietnamese business culture, she noted, tends to value seniority and personal trust, while German corporate culture emphasizes competence, structure, and precision - differences that can either create friction or form a powerful combination when properly understood.

Her own experience underscored the importance of relationship-building in Vietnam’s business environment. Early in her career in the country, meetings with local industry leaders often began not with negotiations but with deeply personal questions - about her background, family, and life. When she responded candidly, the atmosphere shifted from cautious formality to genuine trust, opening doors that formal credentials alone could not. The episode revealed a fundamental difference in approach: in many Asian contexts, business follows relationships rather than the other way around.

In that sense, Vietnam’s trajectory reflects a broader shift in international business. The debate is no longer about choosing between speed and discipline, but about integrating both into a model that can withstand volatility while maintaining momentum.