Businesses must ensure they understand what can be done remotely in relation to the signing of documents. They should also now be re-visiting contracts and opening dialogue with other parties within the supply chain to understand the potential impact Covid-19 may have. This planning is imperative to ensure business continuity, that relationships remain commercially viable and that disputes are avoided. Uncertainty does not absolve directors of the need to act in the business’ best interests.
Mobile phones have a long history from concept in the mid-20th Century – think comic strip detective Dick Tracy and the 2-way wrist radio in the 1950s through the fictional spy Maxwell Smart’s “shoe phone” in the 1960s, to the
2018 is not the first time our industry has come under fire. It’s had a colourful history from tales of cost-cutting to ethical arguments around driving labour arbitrage. Outsourcing has often been misunderstood and the whole industry blamed when things go wrong. But with the recent, spectacular collapse of Carillion we are seeing a renewed attack from certain corners in relation to the “failure of outsourcing.” A grand, sweeping statement, but is there any truth in it?
The managed services market has been an interesting one to watch from a consultant’s point of view. There was a heavy trend towards outsourcing many key areas within IT, only for the pendulum to begin swinging to the other end of the spectrum where clients are now pulling some (or all) of those same services back in-house. Nevertheless, your organization is likely to use some level of managed services within the IT organization given constraints on budget, resources or expertise.
Avery W. Katz, professor of law at Columbia Law School, tackles the conundrum of “incomplete” contracts. The challenge? How organizations can fashion a contract that is both economically flexible enough for a business relationship to move forward efficiently and legally secure enough to satisfy the parties’ legal departments.