A negotiation may produce an agreement and still fail.
Outcomes depend not only on individual skill at the table, but on how negotiations are prepared, mandated, conducted, implemented and learned from.
Marchi Negotiation Advisory helps organisations operating in demanding environments build negotiation as an organisational capability.
Most negotiation approaches concentrate on what happens at the table.
Marchi Negotiation Advisory takes a broader view, because the causes of failure often sit elsewhere:
For decades, negotiation has asked one question:
How can individuals negotiate better?
HRNF asks a different one:
How can organisations negotiate more reliably?
The framework takes its name from High-Reliability Organisations: aircraft carriers, air-traffic control, nuclear power plants. They do not rely on exceptional individuals, and they do not eliminate error. They build the capacity to anticipate it, detect it, absorb it and learn from it through routines, shared memory and clear ownership.
HRNF® applies the same principle to negotiation. Reliability is not expected from the talent of a single negotiator; it is designed into the way an organisation prepares, mandates, conducts, implements and learns, around five core principles:
A negotiation does not end at the table. Each phase affects the next, and what an organisation learns from one negotiation shapes the next one.
Twelve questions, about four minutes. See an indicative profile of your organisation across the six phases of the negotiation cycle.
Each service can be engaged on its own; most engagements combine two or more.
See where your negotiation system creates reliability, and where it loses it.
Executive education for teams that negotiate under pressure, uncertainty and scrutiny.
Support for a specific high-stakes negotiation, before, during and after the table.
Make negotiation reliability part of how the organisation works.
Structured processes for managing disagreement when interests, perceptions and relationships diverge.
Every engagement is led personally by Francesco Marchi, with selected experts when the work requires it. Client relationships are confidential: we do not publish client names, and discussions follow the Chatham House Rule.
Corporate negotiation · International & European affairs · Public institutions · Mediation
HRNF builds on a line of research that treats negotiation as an organisational capability rather than an individual skill, and on the study of organisations that manage risk reliably.
Research is not separate from practice. It is how the practice is questioned, tested and improved.
Francesco Marchi (PhD) is a researcher, negotiation practitioner and educator based in Paris.
He teaches negotiation at Sciences Po, the College of Europe, Université Paris 1 Panthéon-Sorbonne, ENSTA Polytechnique, INSP and the ITC-ILO in Turin.
For two decades he has worked with diplomatic services, EU institutions, industrial groups and public administrations on negotiations ranging from multilateral processes to corporate partnerships and internal change. He has advised and trained in some 20 countries, from Africa to the Middle East and South-East Asia.
He holds a PhD in Political Science from Sciences Po and is a CEDR-accredited mediator.
His research focuses on negotiation reliability: how organisations prepare, conduct, implement and learn from negotiations under complexity and uncertainty.
He is the founder and President of the European Negotiation Association (ENEA).
For executive education, advisory work, research collaboration or institutional enquiries:
