Professional knowledge and strategic perspectives across strategy, projects, operations, engineering, transformation and business performance.
6 articles found
How leaders should think about work completed, materials, demobilisation, payment and commercial transition if a supervening event brings contractual performance to an end.
How leaders should distinguish true contractual frustration from hardship, higher cost or inconvenience when external events disrupt performance.
Why leaders should allocate foreseeable disruption, approval risk and contingency in contracts rather than rely on frustration after the event.
Why exceptional-event clauses and the legal doctrine of frustration solve different problems, and how leaders should decide which uncertainty belongs in the contract.
How leaders should distinguish normal performance, mutual agreement, frustration, breach, operation of law and contractual termination when deciding how a relationship ends.
Why contract discharge is a leadership decision about performance, agreement, frustration and breach rather than a single administrative event.