In the interests of balance, I ought to explain not just why you should simplify your contracts but also provide some of the arguments I have heard against the idea. Don’t simplify Here are the five most popular excuses I have heard for keeping to the norm of complex, one-sided
Contracts are the lifeblood of business. We’ve been using them for millennia, so why should your business follow the global trend and focus on making them simple? Contracts should: effectively communicate what each company involved in the project needs to do (allocating responsibilities) reflect the changing needs of the parties
Are you ready for digital first contracting? My survey seeks to find out broad opinions on current practices in contracting, and what the future may hold. It’s great to get a real-world view from across sectors and continents. However, low confidence in your organisation’s ability to manage the march of
My sneak peak at the responses so far to the 500words digital-first contracting survey shows some interesting trends on how current practices in contracting vary and how they might change in the future. So how might changes to the business landscape impact construction contracting? Will contracts embrace the rise of
One third of respondents to a 2021 Turner and Townsend survey believed that their construction contracts were unfit to address the impact of the pandemic on the project. I am not surprised. At the start of the UK lockdown, lawyers, contract users, advisers and professionals were scrabbling to find the
You can have the best contract in the world, but if it is hard to get agreed, signed or to find, then it is not much use in managing your business relationships. You need a contract process that is a simple and positive experience for you and your clients/suppliers. Simplifying
The UK Government’s Construction Playbook has 14 key policies for reforming and modernising aspects of public sector projects (and perhaps, with luck and trickle down, the private sector too). However, it will need some robust contract tools to bring those ideas to fruition. In a series of posts, I consider
The UK Government’s Construction Playbook has 14 key policies for reforming and modernising aspects of public sector projects (and perhaps, with luck and trickle down, the private sector too). However, it will need some robust contract tools to bring those ideas to fruition. In a series of posts, I consider
The UK Government’s Construction Playbook has 14 key policies for reforming and modernising aspects of public sector projects (and perhaps, with luck and trickle down, the private sector too). However, it will need some robust contract tools to bring those ideas to fruition. In a series of posts, I consider
The UK Government’s Construction Playbook has 14 key policies for reforming and modernising aspects of public sector projects (and perhaps, with luck and trickle down, the private sector too). However, it will need some robust contract tools to bring those ideas to fruition. In a series of posts, I consider
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