Examples


Sambac Energy

Each of the parent firms of Sambac favored different vendors. It was a nightmare. When there was turnover in management at the top of Sambac as was stated earlier, then there was vendor turnover. Progress was slowed. Transitions among vendors was very difficult. The situation became acute when a major project failed to meet its delivery date.

The two firms tried to select one list of approved vendors. It failed. Finally, it was handed over to local management who had dealt with all of the vendors. They came up with one list that was approved by the two firms. This example shows how political issues in management of the firm are often reflected in the vendors and outsourcing.

Whitmore Bank

Whitmore had not very much experience in the countries of the region where the credit card services were to be offered. They did have local employees, but headquarters management was not familiar with the culture and politics of the country. As a result, the applications of the bank to the governments of the region got nowhere. They languished in some bureaucratic office. When Whitmore management pressed the government, they were told that it was “under review.”

After some time, it was recommended that the applications be withdrawn. In each country a new company was established. This company had on its board of directors local dignitaries and politicians. Amazingly, the application process was swift. Not only did Whitmore involve local people at higher levels, they also showed respect for the culture and political workings of the country.




International Project Management
International Project Management: Leadership in Complex Environments
ISBN: 0470578823
EAN: 2147483647
Year: 2003
Pages: 154

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