It is clear to me that the main stream press and the leaders of our Government have not been trained as negotiators. If they had, then they would not be saying what they are saying.Read More
True innovation, for the Brexit negotiations, would be a plan to take all the negotiators away for a weekend together before the negotiations start and have them work in a variety of trust building exercises. It is harder to be nasty to someone with whom you have trusted your life.Read More
First, I have no inside knowledge of the deal, my observations are from press coverage.
It seems, Love Productions played a, short term, blinder. They used time positively in the negotiation, to convince Channel 4 that they had to move quickly. Channel 4 did, and in doing so increased the risk profile of the deal. It would be interesting to know who in Channel 4 signed off the risk register? Did it highlight the risk of contracting with no guarantee as to the talent?Read More
Prior to the vote, I wrote a piece on the Civil Service coping with Brexit. https://www.wrekinconsulting.com/if-britain-decides-to-brexit-can-the-civil-service-cope/
I argued, that the Civil Service could cope, but that to expect it all to be done and dusted in two years was not realistic.
Since then, I have thought further about one of my lines from Harold Macmillan “Events, dear boy events.” It is events that are of most concern to me.Read More
The Civil Service has two years to work out the divorce settlement. This has nothing to do with going forward, trade etc. it is purely the separation.Read More
Government wishes to square the circle of wanting to use more small medium enterprises (SME) to provide its services. However, Procurement departments believe large procurements bring economies of scale, and one large contract is easier to manage than a number of smaller agreements.Read More
General Data Protection Regulations were published on the 4 May 2016. Boards need to get to grips with them and have reports on compliance quickly. Why?
The fines for non-compliance are up to 4% of global annual turnover or €20 million of the preceding years turnover whichever is higher.Read More
In the last Blog we discussed the creation of a plan to resolve the problems of a failed tower procurement. Now is the time to negotiate the resolution of the problems. The negotiators should be the team that created the Plan.Read More
The tower model was intended to enable organisations to move away from large IT service management contracts provided by a single prime outsourcer. The new structure has separate IT components – such as hosting, applications development, security and desktop support which are contracted to different providers. One provider then takes on the role of Service Integration and Management (SIAM) to manage the various towers, without providing any of the tower contracts itself.Read More