Negotiating the Delivery™

Many organisations treat delivery as operations, not negotiation.

As a result:

• commitments are re-interpreted under pressure
• stakeholders renegotiate scope informally
• concessions are made “to keep things moving”
• governance is replaced by escalation and goodwill

Negotiated value rarely disappears in one moment. It erodes through small, unmanaged renegotiations during execution.

Negotiating the Delivery™ addresses this failure mode directly.

Negotiating the Delivery™ focuses exclusively on control after agreement.

It does not:

• influence requirements, criteria, or leverage upstream
• train negotiation tactics or table behaviour
• rescue deals already structurally lost before signature

Those risks are handled by other modules in The Negotiation Surgery™.

This programme installs control over:

• Stakeholder negotiation during execution
  How leadership, operations, and the counterparty continue negotiating after signature.
• Commitment protection
  What is fixed, what is flexible, and who is authorised to adjust what – and when.
• Execution escalation logic
  How issues are resolved without trading value for speed or convenience.

This is execution governance, not project management.

Negotiating the Delivery™ installs concrete execution artefacts, including:

• A Delivery Negotiation Map (stakeholders, authority, variables)
• Execution guardrails defining non-negotiables and tradeable adjustments
• A post-signature escalation framework that protects value under pressure

These artefacts govern behaviour long after the contract is signed.

Negotiating the Delivery™ is not:

• project management training
• contract administration or legal interpretation
• conflict resolution or communication coaching

It is a leadership-level control installation for execution under commercial pressure.

This is not the right starting point if:

• the deal is already structurally disadvantaged upstream
• negotiation discipline at the table is the primary weakness
• the issue is purely operational, not commercial

In those cases, another module should be addressed first.

After Negotiating the Delivery™:

• Post-signature discussions stop drifting into silent renegotiation
• Stakeholders understand what they can – and cannot – give away
• Delivery issues are resolved without eroding commercial outcomes
• Leadership intervenes deliberately, not reactively

Execution becomes a controlled continuation of the deal, not its undoing.

This module is designed for those responsible for protecting commercial value during execution.

Primary Audience:

• Leaders accountable for delivery and outcomes
• Programme and Project Owners
• Cross-functional teams managing post-deal execution

It equips these roles to hold the line when operational pressure mounts.

Negotiating the Delivery™ is typically delivered as:

• A focused execution diagnostic
• A 1–2 day working session with leadership and key stakeholders
• Optional coaching during live delivery escalations

The work is applied immediately to active deals.