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Building Corporate Capability
Does your company negotiate as if each
deal were a one-off? Here's how a negotiation system and infrastructure
can energize your partnerships and accelerate your company
bottom-line .
Building A Corporate Negotiation
Capability
"Developing a corporate negotiation capability
is critical to corporate future. The Key is to reposition Negotiation
as a principle-based approach to corporate interaction."
Hospice Djohoun
What is a corporate Negotiation Capability?
The idea of corporate negotiation capability challenges corporate
leaders in their traditional perception of negotiation as an event-driven
mechanism where negotiating teams are appointed on an adhoc basis
until such time as the initiating project is resolved.
The new emergent view of negotiation is that it is a systemic
mechanism that carries a daily operational significance.
Why build a corporate negotiation
capability?
While most organisations accept and utilize formal sales and
purchasing strategies and processes, few have a systematic approach
to negotiation.
Within today's global village, corporate business weaves an intricate
network calling forth the need for a roadmap for building bridges
across complex negotiation agreements.
As the outcomes of negotiations do not hinge solely on the negotiator's
individual skills, the need for developing and managing of a corporate
negotiation capability and infrastructure becomes apparent.
Our 4-Step approach to building a corporate
Negotiation capability
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Design a knowledge management system to capture
experience gained from past agreements to improve future negotiations.
Then create an infrastructure to support and make negotiation
an institutional capability. |
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Develop a can-do culture within your human capital division
about the need to create a performance contract and appraisal
system for corporate negotiators beyond issues of price and
costs. |
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Apply principled negotiation techniques to separate a once-off
deal from long-term relationships . Here, co-workership
gives you an edge over competition. |
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Review and agree on issues of power, corporate governance
and limits of authority and let negotiators feel comfortable
walking away from a deal when it's not in the company's best
interests. |
Acquisition d’une véritable expertise
"L’acquisition d’une capacité de négociation réelle est décisive pour l’avenir de l’entreprise. Elle consiste à repositionner la négociation en tant que principe d’interaction à tous les niveaux de l’entreprise. "
Hospice Djohoun
Une majorité d’organisations et d’entreprises engagent des négociations au cas par cas, sans approche systématique. Or l’émergence d’une économie globalisée avec la multiplication des réseaux, nécessite la mise en œuvre de nouvelles stratégies de négociations qui ne reposent plus sur les seuls talents individuels, mais sur une expertise et sur des infrastructures globales au sein de l’entreprise.
La mise en œuvre d’une capacité de négociation globale de l’entreprise repose sur notre approche en 4 points:
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intégrer dans le management les expériences passées en matière de négociation pour améliorer les résultats futurs, puis créer une infrastructure de capacité de négociation institutionnelle |
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favoriser au sein du personnel une culture de négociation d’entreprise systématique qui s’étende au-delà des seules questions de prix et de coûts |
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élaborer des techniques de négociation qui distinguent les transactions uniques des relations durables. Ce faisant, la coopération l’emporte sur la compétition |
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réviser les notions de pouvoir, de gouvernance d’entreprise et de compétences, de manière à ce que les négociateurs se sentent libres de se retirer d’un projet qui n’est pas conforme aux intérêts de l’entreprise |
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