Engineering Inc. - July/August 2008 - (Page 15)

O cent of the firm’s 2007 revenues of $874 million. BergriChArD Fox er’s current project portfolio CDM stretches across more than two dozen nations, including Iraq, Afghanistan, Sudan, the Philippines, Nigeria, the Democratic Republic of Congo, Rwanda and Kosovo. The firm has tackled diverse projects, ranging from the retrofitting of foundries to protect the Taj Mahal against air pollution, to design review and construction supervision for a 12.4-mile, $2.5 billion subway line in Bangkok. Each country and project requires a distinct understanding of the rules, regulations, policies and procedures that facilitate business and make people comfortable. The scope of projects on U.S. soil often is markedly different from those in other countries, says Fredric Berger of the Louis Berger Group. Domestic initiatives trend toward maintenance and rehabilitation, while projects abroad often focus on new large-scale developments. U.S. projects also frequently require a narrower range of skills and deeper technical specialization, where global initiatives demand multidisciplinary talent, particularly bilingualism and workers with multiple areas of expertise. To build that global expertise, CDM relies on both acquisitions and organic growth. CDM acquired the 350-person German geotechnical firm Jessberger + Partner in 1997. This union created CDM Jessberger and enabled CDM to gain immediate entry into the European and geo-technical markets. Recently CDM completed two smaller acquisitions in Poland to establish a local presence in Eastern Europe. In markets where CDM has chosen to build its presence organically, Fox says that repatriating engineers who completed their education and started their careers in the United States is the best nly recently have developing countries combined both the need and the money to undertake large-scale programs. 7 Ways to Excel In the Global Arena 1. Develop a long-term strategy. Firms that thrive in the global marketplace map out what expertise and resources they need to conduct business in other parts of the world. 2. Cultivate a relationship with the end customer. it’s vital to open offices in countries and recruit local talent. these individuals often have an innate understanding of what customers look for and how work gets done. 3. Put a centralized project management system in place. Managing work abroad is inherently complex. how effectively an organization monitors and manages a portfolio of projects will determine whether it flourishes or crashes. 4. Invest in communication-based information technology. today’s global teams require a solid communication infrastructure. e-mail is only a starting point. Key systems include shared websites and portals, collaboration software, document- and knowledge-sharing repositories, videoconferencing, databases and wikis. 5. Ensure that employees display the proper language skills and cultural understanding. language barriers and communication breakdowns derail projects and undermine business strategies. invest in the training needed to field global teams. 6. Build a presence beyond an office. Become a valued member of the community. Participate in professional associations, government-sanctioned events and educational and charitable causes. 7. Form strategic partnerships that make sense. Building a global infrastructure is expensive and time-consuming. Consider forming partnerships and strategic alliances to tap into existing expertise and capabilities. model. Not only do these staffers know the company, they have an intimate knowledge of the culture and a network of contacts in the engineering field in their native land. “Both our Hong Kong and Vietnam offices are led by such individuals,” he says. While U.S. firms often look to staff overseas offices with local The Middle East Air Base Maintenance Facility is one of several projects Stanley Consultants has conducted for U.S. and foreign governments. PB served as project management consultant for the $15 billion Taiwan High Speed Rail project. Louis Berger Group retrofitted foundries at the Taj Mahal to protect India’s famous landmark from air pollution. JULY / AUGUST 2008 ENGINEERING INC. 15

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Engineering Inc. - July/August 2008 Table of Contents From ACEC to You News & Notes Market Watch Legislative Action Congressman Kendrick Meek Going Global 2008 Professional Liability Insurance Survey Bridging the Gap 2008 Convention Wrap Up 2008-2009 Executive Committee 2008 Fall Conference Primer Business Insights Members in the News One on One

Engineering Inc. - July/August 2008

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