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Management article
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Reference no. U0412C
Published by: Harvard Business Publishing
Originally published in: "Harvard Management Update", 2004
Version: 1 December 2004

Abstract

Often viewed as a technique for formal negotiations only, backward mapping''s applicability is much broader, says David A Lax, a former Harvard Business School professor. It is really about developing a strategic logic for how to act, the careful sequencing of whom you talk to and in what order. Whether you''re lining up support for an internal initiative or trying to reach agreement on a sale, service contract, or joint venture, backward mapping can help you think through your strategic moves in a way that substantially improves business outcomes.

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Abstract

Often viewed as a technique for formal negotiations only, backward mapping''s applicability is much broader, says David A Lax, a former Harvard Business School professor. It is really about developing a strategic logic for how to act, the careful sequencing of whom you talk to and in what order. Whether you''re lining up support for an internal initiative or trying to reach agreement on a sale, service contract, or joint venture, backward mapping can help you think through your strategic moves in a way that substantially improves business outcomes.

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