Great dogma of contract negotiation: Difference between revisions

{{a|negotiation|}}Once upon a time an {{isdama}} was a new and dangerous thing, and one would drop twenty or thirty grand with the [[partner|finest finance lawyer money]] could by to make sure one’s goolies were safe. It was a wonderful period of discovery for we young [[associate]]s, trying to figure out what on earth {{isdaprov|Automatic Early Termination}} even meant, but charging some finance director £350 an hour while we found out.

Now we know [[management consultant]]s and [[COO]]s are good at spotting large aggregated {{wasteprov|cost}}s in an organisation. That is what they do. Some would say that, for better or worse, is ''all'' they do. For some years now, the [[contract negotiation]] process has stuck out like a butcher at a chickpea fudge stall, so there is not an [[investment bank]] in the world which hasn’t taken a chainsaw to its [[negotiation]] operation, slavishly following the simplistic urgings of a McKinsey or a PWC. Most have done this many times, as it is a favourite gambit of an incoming COO.