The ability of a project manager to navigate through a complex multinationals-based project and retain the support, trust, insight and guidance from key stakeholders was the single greatest critical success factor across globally-based projects (Khang, Moe, 2008) in addition to those specifically based in China (Wang, Liu, 2007). Managing a Global New Product Development (GNPD) team that requires high levels of EI, excellent transformational leadership skills and the ability to determine when and how to use high and low-context cultural leadership techniques underscore just how critical it is for Coca-Cola to create a culture that nurtures this level of project management excellence (Barczak, McDonough, Athanassiou, 2006)
For Coca-Cola, the challenge quickly extends beyond the purely theoretical and technical aspects of project management, which are increasingly be automated today and engrained into organizations' cultures (Mattia, 2011). The challenge is to create a culture that nurtures and grows project management leaders who have the ability to manage the more technical aspects of project management while having the emotional intelligence (EI) and transformational leadership to quickly navigate project teams based in cultures and nations entirely different than their own (Clarke, 2010)
The greatest challenge Coca-Cola project managers will face globally is the daunting task of orchestrating the critical success factors of keeping projects moving forward through ach phase, while also keeping stakeholders invested and owning the project process as well (Khang, Moe, 2008). Being able to create, sustain and leadership relationships with stakeholders within adn outside the company is the single greatest critical success factor for mitigating resistance to change and being successful in change management programs (Cowan-Sahadath, 2010)
For project management to become a core competency in any organization, a cultural shift often must occur, with the role of emotional intelligence, transformational leadership skills and enhanced communication skills honed over time (Holti, 2011). Case studies of organizations that create this level of integration between leadership, innovation and management development have a higher level of project management goal attainment when compared to those organizations that don't, on a longitudinal basis (Crawford, Nahmias, 2010)
What's needed is a cultural framework within Coca-Cola itself to serve as the transformational foundation for recruiting, training and refining the skills of project management leaders. For project management to become a core competency in any organization, a cultural shift often must occur, with the role of emotional intelligence, transformational leadership skills and enhanced communication skills honed over time (Holti, 2011)
Being able to create, sustain and leadership relationships with stakeholders within adn outside the company is the single greatest critical success factor for mitigating resistance to change and being successful in change management programs (Cowan-Sahadath, 2010). This is the truest measure of a highly effective project manager as well, the ability to be transformational and manage the potentially divergent, even divergent and disruptive force of stakeholders on project performance (Keegan, Hartog, 2004)
Multinational Project Management: Recommendations for Coca-Cola Leading projects on a multinational basis requires a unique series of cultural and transformational skills that are critically important for balancing the traditional constraints of project management on the one hand and achievements of strategic objectives on the other. For Coca-Cola, the success of multinational projects is predicated on the ability to balance the constraints of time, cost and quality of project completion with the attainment of challenging, strategically important project objectives (Khang, Moe, 2008)
collectivist views of project management and leadership best practices, and the wide variation in Project Management (PM) values and beliefs compared to Chinese values and beliefs all contribute to higher levels of project risk and lower probabilities of success (Wang, Liu, 2007). For Coca-Cola, the challenge quickly extends beyond the purely theoretical and technical aspects of project management, which are increasingly be automated today and engrained into organizations' cultures (Mattia, 2011)
The nature of reporting relationships, hierarchical vs. collectivist views of project management and leadership best practices, and the wide variation in Project Management (PM) values and beliefs compared to Chinese values and beliefs all contribute to higher levels of project risk and lower probabilities of success (Wang, Liu, 2007)
A second major challenge for MNCs continues to be able to create a trusted network platform for ensuring collaboration and knowledge sharing across broad geographic distances. Often knowledge transfer faces the most significant threats in globally distributed MNCs, as the core part of their international property is included in the knowledge they are sharing across networks (Caelli, 2002)
Knowledge transfer however is critical for being able to compete effectively on a global basis, as customers increasing a re buying expertise, not just products. This requirement is often exacerbated by local governments in foreign nations who often require disclosure of the data being transmitted in and out of their countries, with China being one of the most aggressive on this issue (Cohen, 2000)
¶ … Multinational Firms Face With Security Challenges Multinational Corporations Are Facing With Network Security For any multinational corporation (MNC) operating in today's turbulent and uncertain economic environment, operating globally includes a series of significant risks, with the most significant being the threats to corporate information systems. Network security is one of the most difficult areas of strategic information systems planning and management to anticipate threats and risks, with many corporations continually being behind threat assessments and risks (Doddrell, 1995)
Network security is one of the most difficult areas of strategic information systems planning and management to anticipate threats and risks, with many corporations continually being behind threat assessments and risks (Doddrell, 1995). As the pace of globalization accelerates, the complexity and severity of threats to network security doe as well (Fyffe, 2008)
The batch-oriented nature of EDI and the constrained level of transaction support eventually forced many MNCs to move away from this approach to managing transactions and embrace secured Virtual Private Network (VPN) connections and technologies. VPNs proved to be very effective for managing global transaction traffic, becoming exceptionally strong with financial trading standards and hardening trading networks globally (Levitsky, 2003)
As MNCs continue to grow through mergers, acquisitions and entrance into entirely new markets, the need becomes every more critical for defining secured gateways and role-based access to the most critical financial data (Fyffe, 2008). The initial generation of Enterprise Resource Planning (ERP) systems accomplished through the use of secured transaction gateways based on Electronic Data Interchange (EDI) standards that were batch-oriented yet delivered a very high level of security globally (Samiee, 1984)
As developing countries like India has a large section of the society as well which is illiterate and underprivileged which might not be able to accept the creative and innovative portrayal of some products which may seem as obscene and indecent to this section of the society. Thus it is very important for companies to make sure that they confirm to the standard laid down by ASCI so that they are not embarrassed in the end or even worse have to pull the packaging on their product all together (Mullick, 2011)
In recent years, the company has acquired five companies in Europe and the United States, including C-Pharma, which was acquired in 2003 for about $17.2 million (Budhwar, Katou & Narayan, 2009)
Educating UK employees concerning these and other issues as necessary. The overarching priority of these approaches was to bring the core competencies of the newly acquired C-Pharma to bear on Ganga's bottom line as quickly as possible by adding value along the entire supply chain in innovative ways, a process that is congruent with industry best practices (Wall & Wall, 2000)
S. joint ventures have indeed received domestic treatment in the form of a higher level of government interference (Sanyal & Guvenli, 2000)
For a multinational firm, forging a strong relationship with the host government can be a means to offset some of these barriers and improve its competitive situation in that market. Early research into the subject resulted characterized the relationship between the host government and the multinational in terms of bargaining power, wherein the multinational's ability to forge a strong relationship with the host government and lower its transaction costs in the foreign market was directly related to the strength of its bargaining power (Fagre & Wells, 1982)