Prepping for corporate development interviews and keep hitting questions about managing stakeholder conflicts. In banking it’s straightforward – client vs bank interests. How do you approach negotiations when you’re the internal facilitator? Any members willing to share actual frameworks that worked in transitioning from external to internal dealmaking?
frameworks schmameworks. internal politics = who’s got the ceo’s ear. seen more deals killed by vp ego battles than valuation gaps. pro tip: make the loudest director feel like they ‘won’ the powerpoint font choice so they don’t tank your real priorities
anyone use the 3-step BATNA method here? read about it in prep materials but unsure how to apply vs real humans
Adapt the ‘Two Table Theory’ from M&A – negotiate both the formal terms with external parties and the internal narrative simultaneously. Document every stakeholder’s success metrics early. Most banking transferees fail by not realizing internal approvals require continuous consensus-building, not just closed-won deal metrics.