Sustain Your New Competitive Advantage: Don't Celebrate the Success of Your Negotiation Too Soon

By: Lawrence Susskind and Hallam Movius

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Synopsis: Once a solid foundation of negotiation capability has been established, it is easy for an organization to count its successes and then release the pressure on developing and maintaining negotiation skills. According to the authors, however, no change or learning initiative should be considered a complete success unless it can be shown to impact metrics that matter to the organization. Once new ways of doing things have been established, champions must take charge of measuring outcomes more systematically and deeply. This chapter describes the steps organizations should take to monitor progress, detect new and emerging problems, deal with persistent barriers, and build value for the long term. This chapter was originally published as chapter 5 of "Built to Win: Creating a World-Class Negotiating Organization."