Not long ago, I wrote an article for The Negotiation Society suggesting that it may be time for businesses to appoint a Chief Negotiation Officer (CNO). At first, I thought it was a bold idea
— but the reaction surprised me. It sparked lively debate, positive comments, and even a few people putting themselves forward for the role.
That response made me stop and think: what would it actually look like if you stepped into a large multinational as their newly appointed Chief Negotiation Officer? What would be the key priorities on day one, and how should a CNO create value from the start?
Here’s a practical “to-do list” for any organisation serious about building negotiation into its competitive advantage.
Review how the business negotiates today
It’s easier to ask which departments don’t negotiate in some way. The obvious ones are Sales, Procurement, Supply Chain, HR, IT, Marketing, and Facilities Management — but negotiation crops up everywhere.
The question is: how do these teams currently negotiate? Do they have a yearly plan? What tactics and processes do they use? Which approaches deliver results, and which are exposing the business to risk?
Some functions, like Procurement, may already be well structured. Others — FM, IT, Marketing — often manage large budgets but may be less disciplined. Understanding the strengths, weaknesses, and quick wins across departments would be step one.
Redefine and standardize the process
One truth about negotiation: the principles don’t change depending on whether you’re buying or selling. They’re two sides of the same coin.
That opens up the opportunity to create a common framework for negotiation across the business. By embedding one process and one language, reporting becomes easier, outcomes are easier to compare, and the organisation develops a shared understanding of “what good looks like.”
Create a structure that supports success
If negotiation is going to be a serious competitive advantage, then the way teams are structured should reflect that. A negotiation-led organisation might group negotiation-heavy departments differently, with adjusted reporting lines and more central oversight.
The aim isn’t more bureaucracy — it’s to make sure negotiation expertise sits where it adds the most value and isn’t siloed.
Install governance and stakeholder communication
Negotiations of similar value should be handled in similar ways. That means setting clear parameters: when to escalate, how to involve stakeholders, and what approval paths should look like.
With governance in place, businesses avoid “one-off” deals that bypass best practice and risk undermining the organisation. And with clear communication, leadership can support the negotiation process rather than override it.
Build a practical toolkit
A good negotiator relies on more than instinct. A toolkit can take pressure off individuals and raise the baseline performance across teams.
This might include planning templates, behavioural checklists, and deal trackers. Beyond easing the day-to-day, it also creates a corporate memory — a record of what’s been tried before, what worked, and what didn’t.
Develop capability at every level
Embedding a negotiation culture means building skills from top to bottom. There’s little point in training junior staff if their managers undermine their new techniques. Equally, training a CPO won’t stick if the CEO ignores good practice and overrules decisions.
For negotiation to become part of the business DNA, everyone has to buy in — from the boardroom to the front line.
Understand the return on investment
Of course, investment in training, toolkits, and restructuring has to pay off. The good news is that negotiation is one area where ROI can be measured directly.
But defining those measures — and agreeing on what success looks like — takes effort. Is it margin saved? Value created? Relationships strengthened? A good CNO would want to start clarifying that from day one.
Why it matters
Whether you’re running a multinational or an ambitious SME, negotiation sits at the heart of growth. From supplier contracts and staff pay to property deals and marketing campaigns, the outcomes of your negotiations shape profitability and resilience.
Appointing a CNO might sound like a radical idea. But when you look at the breadth of negotiations inside any business, it becomes clear: companies that treat negotiation as a strategic function, not just an operational one, stand to gain a lasting edge.
And maybe — just maybe — the CNO will become the role businesses didn’t know they needed, until they had one.
About the author
Chris Atkins leads the global consultancy practice at The Gap Partnership. He specialises in developing commercial negotiation strategies across multiple sectors, including cost price increases, mergers and acquisitions, RFPs, trade union negotiations, and strategic sourcing. Chris is passionate about solving complex challenges and helping clients unlock measurable results through better negotiation.
