Building Corporate 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

	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.
	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.
	Apply principled negotiation techniques to separate a once-off deal from long-term relationships . Here, co-workership gives you an edge over competition.
	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.