Oracle Information InDepth

ENTERPRISE PROJECT PORTFOLIO MANAGEMENT EDITION

Oracle

Stay Connected

Oracle on Twitter Oracle on Facebook Oracle on LinkedIn Oracle on Youtube Oracle Blog

April 2013

Subcribe Subscribe Share Forward
 

Back to the main page

Five Globalization Risks and How to Manage Them

Globalization 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.

EPPM Is Essential
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.

Back to Top
 
 

Please send questions or comments to newsletter_feedback_us@oracle.com.

This document is provided for information purposes only, and the contents hereof are subject to change without notice. This document is not warranted to be error-free, nor is it subject to any other warranties or conditions, whether expressed orally or implied in law, including implied warranties and conditions of merchantability or fitness for a particular purpose. We specifically disclaim any liability with respect to this document, and no contractual obligations are formed either directly or indirectly by this document. This document may not be reproduced or transmitted in any form or by any means, electronic or mechanical, for any purpose, without our prior written permission.

Copyright © 2013, Oracle and/or its affiliates. All rights reserved. Oracle and Java are registered trademarks of Oracle and/or its affiliates. Other names may be trademarks of their respective owners.

Intel and Intel Xeon are trademarks or registered trademarks of Intel Corporation. All SPARC trademarks are used under license and are trademarks or registered trademarks of SPARC International, Inc. AMD, Opteron, the AMD logo, and the AMD Opteron logo are trademarks or registered trademarks of Advanced Micro Devices. UNIX is a registered trademark of The Open Group.

  Hardware and Software, Engineered to Work Together Contact Us | Legal Notices and Terms of Use | Privacy Statement
 
Oracle Corporation

NSL100172799

Oracle Corporation - Worldwide Headquarters, 500 Oracle Parkway, OPL - E-mail Services, Redwood Shores, CA 94065, United States

Your privacy is important to us. You can login to your account to update your e-mail subscriptions or you can opt-out of all Oracle Marketing e-mails at any time.

Please note that opting-out of Marketing communications does not affect your receipt of important business communications related to your current relationship with Oracle such as Security Updates, Event Registration notices, Account Management and Support/Service communications.