Optimizing Your Dealmaking Ecosystem™ by Brian Buck
When you’re in the middle of a deal and it starts to go sideways, it creates a palpable sense of despair and defeat. When you see your team put in every effort to negotiate good deals, but they’re getting crushed by the opposition, it’s disheartening and frustrating. These problems are stressful — and they repeat themselves when you have a suboptimal Dealmaking Ecosystem™. Optimizing the Dealmaking Ecosystem requires an examination of the organizational processes and methods that support negotiators in their dealmaking. When this system breaks down, it can leave negotiators stranded and leadership flummoxed regarding what to do and how to support. The net results are suboptimal performance and more bad deals than good. When the system is optimized, negotiators are equipped to handle a variety of situations effectively, critical deals have the necessary resources and support, and leadership has the ability to drive
Skills This pillar is focused on the individual negotiator or team of negotiators. Every negotiator, no matter how experienced or their level of seniority, already has a set of negotiation skills they’ve learned. The learning process began during childhood, when we negotiated with our parents or siblings or friends. It continued through adulthood and into our
consistency and efficiency across their dealmaking organizations. This leads to better deals faster, while maintaining or strengthening relationships with the other party.
The Dealmaking Ecosystem consists of three pillars: Skills , Deals, and Systems.
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