Five Globalization Risks and How to Manage Them
By Melissa Centurio Lopes on May 06, 2013
may offer enterprises exciting new growth opportunities in emerging markets,
but it can also introduce a complex array of operational risks. The challenge
is that without the right infrastructure in place to confront these risks,
international projects can immobilize an organization and lead to the biggest
consequence of all—putting the company out of business.
“Investing in the Unknown?” is a new report produced by The EPPM Board that explores five key challenges facing global project delivery. Produced for enterprise project portfolio management (EPPM) professionals, the report examines the challenges of operating across borders, and details the role of EPPM solutions in maintaining effective visibility and control.
A shifting risk profile. The increased scale of globalized operations is matched by the increased level of risk, ranging from fluctuations in interest and exchange rates to supply chain piracy. As these risks become more strategic, they frequently involve greater levels of uncertainty that can impact capital investments. Organizations therefore need access to a more comprehensive risk framework, and the ability to analyze different scenarios and model specific risks and costing options.
Regulatory obstacles. Fast-changing regulations and local policies can have a dramatic impact on the profitability of cross-border investments, heightening uncertainty in rapid-growth markets. By adopting a global platform for managing the project portfolio, greater visibility can be gained into the procedures for overcoming regional barriers—and for developing suitable contingency plans.
Cultural differences. Managing workforces when operations are separated by thousands of miles, international time zones, and cultural and religious differences can be an exacting challenge. To cope, the central organization must be able to refine portfolio management and create an infrastructure that maintains the diversity of international teams while also empowering local delivery.
Resource constraints. Increased competition for local talent often results in skills shortages in key functions. This creates increased demand for effective planning processes allied to dynamic resource management capabilities. While the tools exist to support these activities, the trick is to review intelligence from a consolidated global perspective. EPPM solutions provide a framework for adopting this perspective and for balancing the risks of individual projects across the portfolio.
Problem flexibility. The growing interdependence of international value chains makes the consequences of major systemic disruptions difficult to manage. Increased visibility into value chain performance, and processes for creating a collaborative, two-way flow of information are the vital ingredients for retaining flexibility and responsiveness. In addition, executives must be able to select the type and frequency of data they review and zoom in on any critical obstacles.
To succeed in globalization, organizations must manage challenges and risks at an executive level. As a result, EPPM technologies that enable a more integrated, top-down approach to managing projects and resources are becoming critical components in many globalization strategies.
Read the full report and learn about Oracle’s full portfolio of EPPM solutions.