Strategies For Resilience & Resolution: 4Dimensional Assessment - Conciliation

Sigrid Caroline Schroder, J.D. - US/CAN (877) 462-4035

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 RELATIVITY:

IT'S ALL RELATIVE
 

BUSINESS IS ALL IN THE RELATIONSHIPS....
  
 
WHERE DO YOU RANK?  WHAT DO YOU REALLY WANT & NEED?
There is no "right" answer, just a best possible answer.  "Not Applicable" is not the right answer.   Will the contractor prioritize your needs first?  Will it meet your expectations?  How do you ladder out your needs with requirements of performance and accountability?  What would the lender say?  What flex can you tolerate in the deal?   How much flexibility will changing market, commercial, logistical,technological or legal conditions require?  Think through your alternatives. 
 
Assess, reassess and assess your situation again.  Don't make assumptions.  Know what you need and what you need to know.  Act smart .
 
If you are dealing with "issues," look ahead to fend off the alternate worst case scenarios.  They won't happen just by your thinking about them, and you do need to examine them to decide how your tolerances, costs and benefits balance and how you can make the best decisions and take the best actions. 
Image © GyulaSarudi.Fotolia 
 
ETHICAL STRATEGIES:
EVERYBODY'S GOT AN ANGLE
Ok, it's a jungle out there and you can get lost, as much unable to see the trees for the forest as the forest for the trees.  You have to plan your tactics strategically, but now more than ever you have to keep your mind on the ethics, your own and the other guy's. 
 
When the competition is all about money and capturing value for your own, it is easy to lose track of which other values have to fit in.Taking only the highest money path can cost you in the end.  It can cost you happy integration.  It can cost you today's contract, tomorrow's merger, the day after tomorrow's IPO, or tomorrow.   When it all gets too convoluted, let's talk. 
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Lay Your Groundwork > Do Pass Go > Who's on Your Team?

You don't have to ride straight into a vortex.   I can help you understand who and what you are working with and how you can derive the best outcomes.  With so many flush years recently behind us, business teams had gotten used to moving forward, leaving the details to one side, even letting problems fester, and simply tolerating an inevitable vortex of unexpected events, surprise contingencies, changing conditions, and short term zig zags.  They themselves undermining the long term stride towards their goals. 
 
Don't follow their path.  Look forward to the post-deal environment long before the term sheet.  Think and plan ahead with multiple scenarios.  Flow chart what could happen and what should happen next.  Learn to think from the other party's perspective and anticipate what that party--and your stakeholders might and might not want and might and might not do.  
 
 
STRATEGIC ALLIANCES: 
IT'S NOT WHO YOU KNOW, BUT WHAT YOU KNOW ABOUT THEM
Sometimes what you need to make your product really grab a niche or cover the globe is not more capital or driven productivity but a strategic alliance. 
 
In partnership with a business or another entity, the value you have and the relationships you nurture can be levered exponentially.  As you focus on what it is you do and where you think you are going, it can be very difficult to pick up these potentials on your radar.  Out of your region or out of your specialty, there can be synergies you miss.  I can bridge the gap and spot the synergies. Don't work bare when you could capitalize on a strategic alliance.
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I SPOT WHAT OTHER EXPERTS MISS....

 

                                                          Risk & Opportunity

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