Don’t take a piece of paper to a knife-fight: Difference between revisions
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You can support your operational controls — really make them sing — with a stout legal {{t|contract}}, but if you don’t have practical operational controls, sticking something in a document that no-one will ever read again, and most people in your organisation wouldn’t understand even if they did, is a really bad way of [[hedging]] against a real risk. | You can support your operational controls — really make them sing — with a stout legal {{t|contract}}, but if you don’t have practical operational controls, sticking something in a document that no-one will ever read again, and most people in your organisation wouldn’t understand even if they did, is a really bad way of [[hedging]] against a real risk. | ||
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*[[smart contract]]s | *[[smart contract]]s |
Revision as of 11:36, 18 January 2020
Negotiation Anatomy™
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One of the JC’s maxims. If you have a real business risk, then you need a real business control for it. Not a piece of paper that you signed in 2007 and then stuck in a drawer.
You can support your operational controls — really make them sing — with a stout legal contract, but if you don’t have practical operational controls, sticking something in a document that no-one will ever read again, and most people in your organisation wouldn’t understand even if they did, is a really bad way of hedging against a real risk.