Strategy and Foresight
Procurement Model and Contract Type Are Different Decisions
Why leaders should separate the delivery relationship from the pricing mechanism when designing procurement strategy, risk allocation and supplier governance.
EraNorth Insights
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12 articles found
Strategy and Foresight
Match Contract Complexity to System Complexity: From Short-Form Services to Whole-of-Life Project Agreements
How leaders should scale contract architecture to delivery interfaces, duration, uncertainty, consequence, operating demands and lifecycle complexity.
Risk and Resilience
What Limited Liability Actually Excludes
Limited liability allocates risk; it does not remove it. The exposures sitting outside the corporate veil are usually the ones nobody has ever listed.
Risk and Resilience
Risk You Transfer Is Risk You Still Own
Moving a risk to your contractor changes who is liable, not who is exposed. When the contractor cannot carry it, the exposure returns — usually through a court.
Risk and Resilience
Risk Allocation Is Not Risk Elimination: What Procurement Models Really Change
Why procurement models can transfer, retain or share defined risks but cannot eliminate uncertainty, weak scope or poor interface governance from a project.
Risk and Resilience
Optimal Risk Allocation Is Not Maximum Risk Transfer
Why PPP value depends on allocating each risk to the party best able to manage it rather than transferring as much risk as possible to the private sector.
Risk and Resilience
Force Majeure and Frustration Are Not the Same Risk
Why exceptional-event clauses and the legal doctrine of frustration solve different problems, and how leaders should decide which uncertainty belongs in the contract.
Risk and Resilience
Exclusion Clauses Are Risk Allocation, Not Escape Clauses
How leaders should evaluate exclusion and limitation clauses as deliberate choices about liability, insurance and enterprise risk.
Leadership and Decision-Making
The Fixed-Price Paradox: Why Certainty Requires Definition Before Commitment
Why firm fixed price creates commitment visibility only when scope, performance, interfaces and acceptance are mature enough for credible pricing.
Leadership and Decision-Making
'Contract Type Is Risk Architecture: Fixed Price, Cost Reimbursement and Incentives'
How scope certainty, cost uncertainty, competition and supplier behaviour should shape contract type instead of treating fixed price or cost reimbursement as default labels.
Business Models and Growth
PPP Is a Business Model Decision, Not Just a Construction Contract
Why public-private partnerships combine financing, asset delivery, lifecycle service and long-term performance into a broader enterprise and policy decision.
Business Models and Growth
Fund the Bet in a Vehicle of Its Own
A growth bet funded from the business that pays for it becomes a bet you cannot stop. Why the separately capitalised vehicle is a governance decision.
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