British Airways
BA was in negotiation to merge a niche player into its operations.
The airline assembled a panel of aviation and organisation consultants to predict the implications of a merger.
The panel made recommendations to the main board's negotiators on a daily basis. These indicated the matters which were likely to prove sensitive such as the ratio of pilots and first officers in the new entity.
Without exaggerating the role of the panel, we believe it can be helpful in complex negotiations to predict scenarios 'away from the table' in a way that informs tactics 'at the table'.
