Negotiation

Starting May 1, 2026, China will implement a zero-tariff policy on all products from 53 African nations with diplomatic ties (excluding Eswatini), significantly boosting market access for agricultural, mineral, and manufactured goods. This initiative aims to deepen trade relations, support industrialization, and diversify trade routes. This policy covers all products from 53 African nations, expanding upon previous duty-free access for 33 least-developed countries to include middle-income nations like South Africa. The initiative aims to boost exports of processed, value-added goods and stimulate investment in African manufacturing. China will further promote trade facilitation, such as upgrading its "green channel" for faster customs clearance and advancing trade agreements. The new policy strengthens China-Africa economic cooperation and offers African nations an alternative to higher tariffs elsewhere. It is expected to enhance trade capacity, though its success depends on overcoming non-tariff barriers, enhancing infrastructure, and fostering local industrialization. But will this deepen African productive capacity or simply accelerate raw material extraction under better branding? Trade policy alone does not create transformation. Strategy does. If this deal is to work for Africans, not just for the politicians announcing it, several things must happen: 1. Move beyond raw exports. Zero tariffs on cocoa beans or unprocessed minerals mean little if we are not exporting chocolate, batteries, and finished goods. Industrial policy must sit alongside trade policy. 2. Fix internal bottlenecks. Ports. Power. Rail. Customs efficiency within Africa. Non-tariff barriers between African countries often hurt us more than tariffs abroad. 3. Align with AfCFTA. This cannot become a substitute for intra-African trade. It should strengthen regional value chains, not fragment them. 4. Protect standards and leverage. African governments must negotiate from a position of long-term national interest, ensuring technology transfer, local job creation, and skills development. 5. Strengthen private sector capacity. SMEs and manufacturers need financing, quality certification support, and export readiness programs, otherwise only a handful of large players will benefit. Opportunity without strategy can become dependency. But opportunity with coordination, transparency, and industrial ambition? That is how continents rise. The real work now shifts from Beijing to African capitals and from political announcements to implementation discipline. #Africa #TradePolicy #Industrialization #AfCFTA #ChinaAfrica #EconomicTransformation

A young founder called me the other week with what she thought was a dilemma. Someone had offered to invest in her company. Good terms. No strings. She could say yes today and have the money in her account by next week. So what's the problem? The thing is, she wasn't sure she needed it yet. She and her co-founder were still figuring things out.....testing channels, refining the product, finding their footing. They had runway. They were making progress. And taking outside money felt like it would change something fundamental about how they operated. She was right to hesitate. But probably not for the reasons she thought. And most founders get this wrong about fundraising....they think it's a yes-or-no question. Do I need capital right now? That's the wrong frame. The real question is this: What does taking this money commit me to? Because money isn't neutral. It comes with expectations—spoken and unspoken. It creates a burn rate. It invites opinions. It shifts your timeline from "whenever we figure this out" to "we need to show progress by the next board meeting." Even a SAFE has gravity. So remember, once you take the money, you can't un-take it. You've set a clock ticking. You've given up equity that you'll never get back. You've brought someone into your journey who will be there—for better or worse—until an exit. So before you say yes, you need to know what you're really saying yes to.

Rick Rubin went on stage in Helsinki the day after my talk. Someone asked how he resolves creative differences with artists. His answer was simple: change the conversation from "I disagree" to "let's build it." Then he shared a story: An artist played him a song. The transition didn't work. Rubin told him so. The artist said, "We'll just cut that part in half." Rubin thought to himself: What a dumb idea. But he didn't say that. He said, "Let's try it." The artist played it. It worked. Rubin is a legend. He's produced everyone from Johnny Cash to Jay-Z. Instead, he bit his tongue and let the artist prove him wrong. The principle: when you make an idea tangible, it stops being the person's idea. It becomes something you can both look at objectively and improve together. Once you build it, the truth is obvious. Here's what this looks like in practice: Your designer wants to change the entire homepage layout. You think it's too risky. Instead of three meetings debating it, you say: "Let's build a prototype and test it with 50 users this week." Your sales team wants to restructure the pricing page. Instead of blocking it because you're worried about conversions, you say: "Let's run it as an A/B test on 20% of traffic for two weeks." Your engineer wants to rebuild a core feature from scratch. You think it's overengineered. But instead of killing it in the planning phase, you say: "Spike it out in three days and show me if the performance gain is real." You're not saying yes to everything. You're saying, "Let's find out." Rubin also said something that stuck with me: "If there's disagreement, I always side with the artist's vision. Because to them, it's their career. To me, it's just one piece of my portfolio." Most leaders think backing down makes them look weak. Rubin knows that siding with the person who has the most at stake makes better work happen. Your job isn't to be right. It's to create the conditions where the best idea wins. Stop debating. Start building. P.S. This insight is from this week's newsletter where I break down why Yamaha dominates while Steinway got sold to private equity: https://lnkd.in/efSqP_9K P.P.S. Access additional research links, the podcast, and the full archive in the first comment 👇 Thank you to Nordic Business Forum!

Law school never taught me how to amend a contract. As a construction lawyer who regularly works with 300+ page contracts, here's how I break it down for new lawyers: 1️⃣ Understand the intention of the clause Before drafting, ask what outcome you're trying to achieve with the amendments. It's tempting to just copy+paste precedent wording, but if you don't understand the goal, then you might miss the point. 2️⃣ Check the contract language Skim the definitions and some of the clauses in the contract. This way, you can pick up on the sentence structure, formatting, and terminology (e.g. 'Contractor' vs 'Supplier' / 'Principal' vs 'Client' / 'Works' vs 'Services'). 3️⃣ Mirror existing wording To make sure your new wording stays consistent with the broader contract, it’s helpful to take a quick look to see if there are similar obligations or entitlements already in the contract and how they’re drafted. For example, whenever I draft a new indemnity - I can see whether existing indemnities use wording like ‘arising out of or in connection with’ instead of ‘caused by’ as a starting point. Using the existing language avoids potential interpretation issues with differently drafted clauses, and can also be easier to accept in negotiations. 4️⃣ Put your new definitions in the right place If you’ve added new definitions, make sure they’re placed consistently with the existing definitions. For example, if there’s a definitions section - add yours there instead of floating in the body of the clause (or at least something like ‘Definition has the meaning given to that term in clause X’). 5️⃣ Follow the cross-referencing The changes you make to one part of the contract can have flow-on effects on other parts. Knowing every flow-on takes experience, but checking the cross-referred clauses (and ctrl+F the references to the clause you're amending) is something you can do straight away. This is also a good time to update and check that the automatic cross-referencing still work properly (F9 to update, and then search for "Error!" and "clause 0"). 6️⃣ Can you explain what you added? After all of that, the last check is whether you can explain the effect of your new drafting (and whether it aligns with the intention of the clause). Not only does this help with your personal skills development - it’s also handy (and probably necessary) for negotiations and keeping your client informed. ---- If you're a junior lawyer looking for practical career advice - check out the other free how-to guides on my website. You can also stay updated by sending a connection / follow. #lawyers #legalprofession #lawfirms #lawstudents

Amid rising tariffs and shifting geopolitics, the foundations of the rules-based global economy are being redefined. With the US policy shifts, the uncertainty is real. In fact, I just got back from New York, where I met with a number of CEOs – and for the first time, all of them said the same three words: “I don’t know.” It’s clear we’re not going back to “business as usual”. That’s why we felt it was crucial to bring our clients together today to hear from Deputy Prime Minister and Minister for Trade and Industry Gan Kim Yong at a closed-door conversation. He’s just been appointed Chairman of the new Singapore Economic Resilience Taskforce, and his perspectives were insightful, as he also listened to the concerns and questions our clients brought to the table. Looking ahead, I believe we’re in for more short-term volatility and uncertainty. My advice to clients: lock in good rates, manage your FX exposure, and address any supply chain constraints. Longer term, we need to think about the new world order more strategically. There are four key areas businesses need to focus on: • Supply Chain – Diversify sources and build in resilience • Logistics – Plan for the possibility of longer routes and ensure continuity • Financial and Payments – Prepare for alternatives beyond USD • Technology – Be ready for dual tech ecosystems and interoperability costs The silver lining is that we are in Singapore. While Asia does bear the brunt of tariffs, it is also home to 18 of the 20 fastest-growing trade corridors. Also, even though we have had slowdowns in our neighbourhood, we are still surrounded by big economies – China, India and Indonesia. Over the years, we’ve walked alongside our clients through many turning points, and we’ll keep showing up, especially when things get tough. Whether it’s navigating treasury decisions, managing volatility, or adapting supply chains. Storms may come, but like Singapore, we’ll stay steady – anchored, open, and here for the long haul.

Do you ever find yourself more stressed when thinking about an event than the event itself? That’s ‘anticipatory anxiety.’ It’s like your brain is stuck in a “what if” loop. Most of my clients describe this exact feeling before big presentations, tough conversations or even social events. I’ve been there myself… I used to spend days imagining everything that could go wrong, which only made me feel more overwhelmed and unprepared. Turns out, the usual advice of “Just think positive” doesn’t help at all. Research shows that focusing ONLY on perfect outcomes can actually drain your energy, and make you less likely to achieve it. When your brain skips over the challenges, you’re left less prepared and even more anxious if things don’t go as planned (again, I’ve been there!). What finally worked for me (and our clients) was flipping the script. Acknowledge the worst-case scenario and plan your response: – What’s the backup if the tech fails? – How will you recover if the conversation takes a turn? – What will you do if you forget your script? You’re not necessarily expecting the worst, but being ready for it. The result is a calmer, more confident mindset going into it, and that makes all the difference. P.S. Has someone ever told you to “just visualise success?” How did that work out for you?

I’ve had 4 legal battles since starting my business. Could I have avoided them? Probably. But to be honest, I didn't have the funds to pay a proper lawyer, or the network of founders to ask the right questions to. I don't want that to happen to you. Here are 5 clauses I put in my contracts that might help you protect your work, your business and most importantly.. your sanity ↓ #1 Non-cancellable, non-refundable contracts. This shouldn’t even be an issue if you qualify your clients properly. BUT if someone signs, onboards, and then ghosts? We still get paid. And so should you 🤗 #2 Immediate or short payment terms Most businesses accept 30-to 90-day payment terms. I don’t. You wouldn’t work for 3 months without pay—so why should your business? Cash flow is your business’s lifeline. Protect it. #3 While we’re on payment terms… Your contract should include: → Interest on late invoices. → A clause that stops work if invoices aren’t cleared. → A guarantee that if a client delays the project, you still get paid. Your time isn’t free! #4 Your IP stays YOURS. Anything we bring into the agreement at Klowt stays ours. Anything we create for you is yours. Simple. I once ran a training session, and the client recorded it—then tried to sell it behind a paywall. Now, our contract states a £10,000 fine per breach. (And for that particular case, per breach = per view. 😅) #5 Don't work with d*ckheads. This isn't a legal clause, more legal... advice? 🤣 If someone is giving you red flags in any way at the beginning of your relationship, do not work with them. This could include but not limited to: - Focusing on immediate ROI. - Cost or discounts being a primary concern. - Pushing for work to kick off before contracts or payments. - Reaching out at inappropriate times - or in inappropriate ways. - Delaying initial payments. Legally binding contracts are a good insurance policy, but they're lengthy and expensive to implement if you actually have to go to court. So the best LEGAL advice I can give you as a 2x founder is, don't work with d*ckheads. And learn from my mistakes. It's a lot cheaper than learning from your own... trust me 😂. Was this helpful? 💜 I write a 2x weekly newsletter for founders and freelancers on topics like this. Join us here: https://lnkd.in/ejDbD94R

Reflecting on a busy and eventful 2024, I wanted to share my key takeaways from this year’s engagements and speeches. 𝟭. 𝗠𝗮𝗻𝗮𝗴𝗶𝗻𝗴 𝗚𝗹𝗼𝗯𝗮𝗹 𝗣𝘂𝗯𝗹𝗶𝗰 𝗗𝗲𝗯𝘁 𝗟𝗲𝘃𝗲𝗹𝘀 Global public debt has grown sizably over the last few years and is projected to approach 100% of GDP by the end of this decade. We need a strategic pivot in global fiscal policy – ensuring that governments will have the resources needed to invest in structural transformations, including climate change, and to fight the next crisis. Countries need a strategy that focuses on growth, that has effective guardrails to ensure compliance, and that builds in close engagement with all stakeholders including civil society to have the greatest chance at success. More here: https://lnkd.in/gw3uswMS   𝟮. 𝗡𝗮𝘃𝗶𝗴𝗮𝘁𝗶𝗻𝗴 𝗙𝗿𝗮𝗴𝗺𝗲𝗻𝘁𝗮𝘁𝗶𝗼𝗻, 𝗖𝗼𝗻𝗳𝗹𝗶𝗰𝘁, 𝗮𝗻𝗱 𝗟𝗮𝗿𝗴𝗲 𝗦𝗵𝗼𝗰𝗸𝘀 Russia’s invasion of Ukraine has had a profound impact. This conflict not only affected Ukraine and its neighbors but also reshaped the global economy. Increased fragmentation and higher defense spending are now realities we must navigate. Central banks need to adapt their strategies, and coordinated fiscal, financial, and structural policies are crucial to maintain macroeconomic stability in this more shock-prone environment. More here: https://lnkd.in/gm4yUHhq 𝟯. 𝗚𝗲𝗼𝗽𝗼𝗹𝗶𝘁𝗶𝗰𝘀 𝗮𝗻𝗱 𝗶𝘁𝘀 𝗜𝗺𝗽𝗮𝗰𝘁 𝗼𝗻 𝗚𝗹𝗼𝗯𝗮𝗹 𝗧𝗿𝗮𝗱𝗲 𝗮𝗻𝗱 𝘁𝗵𝗲 𝗗𝗼𝗹𝗹𝗮𝗿 The pandemic and geopolitical tensions have led countries to reassess their trading partners and economic strategies. There's a noticeable shift in foreign direct investment flows along geopolitical lines. These changes underscore the dynamic nature of global trade and the need for adaptable economic policies. More here: https://lnkd.in/g9cbVUjQ 𝟰. 𝗖𝗿𝗶𝘀𝗶𝘀 𝗔𝗺𝗽𝗹𝗶𝗳𝗶𝗲𝗿? 𝗛𝗼𝘄 𝘁𝗼 𝗣𝗿𝗲𝘃𝗲𝗻𝘁 𝗔𝗜 𝗳𝗿𝗼𝗺 𝗪𝗼𝗿𝘀𝗲𝗻𝗶𝗻𝗴 𝘁𝗵𝗲 𝗡𝗲𝘅𝘁 𝗘𝗰𝗼𝗻𝗼𝗺𝗶𝗰 𝗗𝗼𝘄𝗻𝘁𝘂𝗿𝗻 While AI can drive efficiency, it can also pose risks, especially during economic downturns. In the next downturn, AI could threaten a wider range of jobs than in past cycles. AI systems, trained on past data, may struggle with novel events, potentially exacerbating financial instability. To mitigate these risks, we must ensure tax systems do not favor automation over people, support workers affected by AI, and adopt measures to reduce financial and supply-chain amplification risks. More here: https://lnkd.in/gnM-XZtC   As we move into 2025, these challenges will remain top of mind as we work to foster a more resilient global economy. Wishing you all a prosperous and impactful new year!

The stark contrast in per-capita consumption-based carbon emissions between countries in the Global North and the Global South. This disparity underscores a fundamental inequity: nations that contribute the least to global #greenhousegasemissions often bear the brunt of #climatechange's adverse effects. The graph shows the consumption-based emissions, carbon emissions to the country where goods and services are consumed rather than where they are produced. This methodology reveals the true carbon footprint of a nation's lifestyle. Wealthier nations have higher consumption patterns, leading to more significant emissions. This is not just due to industrial activities but also because of the demand for goods and services that have high carbon footprints. Many developed countries have shifted manufacturing and production to developing nations. While this move reduces their production-based emissions, their consumption-based emissions remain high because they still consume these goods. Developed countries have historically contributed the most to cumulative global emissions due to early industrialization. This historical context adds another layer to the injustice, as past emissions continue to affect the current climate. As we lead to the next round of negotiations at #COP29 we must recognise that those who contribute most to emissions have a greater responsibility to lead in mitigation efforts and provide financial and technological aid to countries in the Global South to help them adapt to climate impacts and develop sustainably.