Business and Entrepreneurship Case Study.docx - Running head BUSINESS AND ENTERPRENEURSHIP CASE STUDY Business and Entrepreneurship Case Study Cadbury

Business and Entrepreneurship Case Study.docx - Running...

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Running head: BUSINESS AND ENTERPRENEURSHIP CASE STUDY 1 Business and Entrepreneurship Case Study: Cadbury, Forrester Research, A. T. Kearny, and Others: The New Challenges that IT Leaders Face in a Globalized World Name Institution
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BUSINESS AND ENTERPRENEURSHIP CASE STUDY 2 Business and Entrepreneurship Case Study: The New Challenges that IT Leaders Face in a Globalized World The table below summarizes the cultural, political, and geo-economic challenges facing organizations operating in a global environment as outlined in the case study by O’Brien and Marakas’ (2010). Cultural Challenges Political Challenges Geo-economic Challenges Some of the cultural challenges encountered in some developing regions include: i. Language barrier. ii. An ingrained/e stablished pattern of working that is difficult to alter. iii. Unfamiliar cultural and Some of the political challenges encountered in some developing regions include: i. Pressure to integrate the isolated extensions of a company into the global infrastructure. ii. Different legal/regulato ry requirement to carry out business. Some of the geo-economic challenges encountered in some developing regions include: i. Infrastructure limitations. ii. Limited local talent supply/trained workforce. iii. Time differences due to different time zones. iv. Limited vendor support. v. Restricted budgets. vi. The inability of supporting enterprises to adopt the regular IT used in mature markets. vii. Closed economy/limited exposure to global business practices. viii. Understanding one’s company
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BUSINESS AND ENTERPRENEURSHIP CASE STUDY 3 business norms. business model for developing markets (O’Brien & Marakas, 2010). The above-mentioned challenges mainly apply to emerging markets. These challenges have several critical implications for the functionality of multinational organizations in different regions of the world. For one, cultural challenges, i.e., language barrier, an ingrained/established pattern of working that is difficult to change, or unfamiliar cultural and business norms, imply that companies have to completely reinvent their way of doing business to make their venture into such markets meaningful/profitable. This task is both arduous and time-consuming (O’Brien & Marakas, 2010). Geo-economic challenges, such as infrastructure limitations, limited trained workforce, limited vendor support, restricted budgets, etc., imply that companies have to come up with creative solutions to realize any breakthroughs. The chief information officer (CIO) must figure out how to build a business without the many of the support structures, i.e., infrastructure, vendors, a trained workforce, etc., which he would typically have in mature markets. This is a challenging task. Once he manoeuvers past this hurdle, he must then figure out how he will integrate this extension of the company (usually one-off) into the global infrastructure. All this is highly demanding (O’Brien & Marakas, 2010).
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