The board of directors at Corpora Co. expressed concern that negotiated agreements were often forgotten and never implemented. They asked the talent and culture director to develop an implementation strategy to change the mentality from one focused on achieving agreements to one focused on implementing agreements and evaluating their effectiveness. The director would face resistance from the fusion and acquisition department who are accustomed to moving from deal to deal without considering consequences. It is important to help them develop implementation skills in future negotiations. An implementation strategy would include meetings with fusion and acquisition to understand why deals are forgotten, showing the economic impact, and providing training on the importance of implementation. Best practices for the strategy include setting goals, encouraging teamwork, aligning goals among parties, and establishing a negotiation

1. Title: There’s life after the deal
Objective: To emphasize the importance of the implementation phase of an agreement so
that the negotiation is effective, that is efficient and efficacious.
You’re the talent and culture director at your organization. In a meeting with the board of directors, they
expressed concern that agreements frequently were forgotten and never implemented. They asked you
to develop an implementation strategy using a process to change the mentality from one oriented
to achieving agreements to one that would seek to implement those agreements and evaluate their
effectiveness.
Of course you will meet significant resistance from the fusion and acquisition department, who are used
to jumping from deal to deal, without looking at the consequences of their decisions. Because of that, it’s
important to help them develop implementation skills in their future negotiations.
The managers don’t have a culture of evaluating results, nor are they accustomed to including other
parties in the different stages of the negotiation process. Most of them have been in the company more
than 15 years, enjoying admittedly excellent achievements related to sustainable development, but
having no worries about competencies that didn’t even exist in the past. Now things have changed
significantly and a radical cultural transformation is needed.
a. Identification data of the company (name, number of employees, years of operation, business
activity, etc.).
The name of the business is Corpora, Co. Right now, the company has seen an increment in their
workforce, since the sales of the last 3 years were phenomenal, the company now has 110 employees,
that are divided in the different areas. 15 in sales, 10 in Fusion and Acquisition, 3 administrators, 7
accountants, and the rest are working in the development and manufacturing of the new products. The
company has been working for 30 years, but only the founders where selling, and formally, when
Corpora was created from 25 years. The business activity is the development of metal furniture’s for
commercial, residential, and industrial use, but right now, Corpora is trying to acquire a small woodshop
to broaden their market and add wood furniture to their sales.
The founders of the company are still working as the general administrators, and they see day to day
production and sales. Sadly, in recent times, since Corpora is growing exponentially, the deals signed are
sometimes forgotten and they lose economic and commercial power. This is being happening because
the Fusion and Acquisition team and the sales team, are more focused in creating deals, but not
implementing them. But the founder understood that this situation cannot continue and wants to change
the company policies to give a follow-up to the transactions signed.
b. The detailed description of the implementation strategy.

2. The first thing that needs to be done, is to have a meeting with the Fusion and Acquisition team, since
they’re the first to forget the deals that are signed, it’s important to understand their point of view, and
see why they’re forgetting these deals. Once the problem has been settled, we need to show them the
impact of their decisions, showing the potential economic loss that these deals are causing because
they’re not implemented. With these in mind, we could set special courses to show the team the
importance of implementing the deals, and how this affects the relationship we have with commercial
allies and potential buyers. After the courses are given, we need to have a continuous reinforcement of
these subjects, making the team understand that these is not a one-time subject, but the new policies that
needs to be met by all employees.
c. The best practices that must be used to put the strategy into practice.
The best practices to put the strategy in to practice is that we need to set in the mindset of the employees
the idea that the negotiation needs to develop having the result in mind, this will lead to clear goals and
how to work with them. Also, teamwork is a pillar of this new mindset, because working as a team will
lead to better results and collaboration, letting tackle the problems in a more creative way and having
more people involve. Also, the goals need to be aligned in all parties, otherwise the deal wouldn’t have a
real value and we will be going to negotiate without a clear goal. Finally set a process for the
negotiations, the team needs to understand that negotiating needs to be done in clear stages, and one that
is critical to the success of the agreement is the implementation part, that is also involve in the
negotiation,
d. The justification of the elements enlisted above.
The mindsets listed below are crucial to have a good negotiation agreement, we need to understand how
our actions affect the agreement and the implementation. By setting the results in mind, the team can
have a clear view of why we are negotiating and try to fulfill that goal. Working as a team let the ideas
flow and understand different points of view, making the process more dynamic and useful. By having
the goals aligned, we can understand what the other Party wants and see if this agreement can be useful
for us. Finally, by setting a process to the negotiations, the team can understand in which part they are,
making easier to understand what needs to be done to move forward.