About Us

Real life exposure to international managerial challenges.

Yadvinder S. Rana

I’m Professor of Cultural Management at the Catholic University in Milan, Italy, lecturer on Intercultural negotiation and influence in International MBA programs, and founder of Neglob, a management consultancy firm that assists companies in international negotiations and global teams performance improvement.

I hold an MBA from the Manchester Business School, a Master’s Degree in Mechanical Engineering and an Executive Certificate in Global Negotiation from the Thunderbird School of Global Management.

I had the privilege to live and work in eight different countries in four different continents.

Between 2004 and 2010 I was Africa, Asia & Pacific Sales Director for a global company leader in the luxury goods sector, directly managing commercial and marketing organizations in China and India, and establishing the company presence in China, India, Japan, S. Korea, South East Asia, Middle East (UAE, Bahrain, Kuwait, Qatar, Saudi Arabia), Lebanon, Egypt, Tunisia, Morocco, Australia and South Africa.

Previously, between 1998 and 2003, I worked for Fiat Group in Pennsylvania, USA, London, UK and Lyon,
France, leading cross functional teams implementing post M&A integration strategies (Case and New Holland, Iveco and Renault V.I., Fiat-GM JV).

In 2010 I decided to apply my management experience in designing and delivering intercultural negotiation and influence programs. Feeling dissatisfied with most current literature on international negotiation and influence, I developed the 4Ps framework (Preparation, Process, Power Perception and Players Perspective) for Negotiating and Influencing across cultures, to bridge the gap between present research in cross-cultural management, communication, negotiation, leadership, and influence and the real life situations that managers face when conducting negotiations across cultures or leading cross functional distant teams.

During the last few years I had the opportunity to design and deliver more than 200 intercultural negotiation and influence projects for Multinationals and Small and Medium enterprises in many European countries.

The Book

The 4Ps Framework: Advanced Negotiation and Influence Strategies for Global Effectiveness

The rationale behind the book is my dissatisfaction with the current literature on international negotiation and influence. Reading most of the present research in cross-cultural management, communication, negotiation, leadership, and influence, I often ask myself: How do these models and theories apply to the real world?

Often they don’t. And this is for seven main reasons:

  • Reason 1: US bias in current research. More than 90% of research on negotiation and influence is based on less than 10% of humankind. Western, and above all US, ethnocentrism confines and biases our understanding of negotiation and influence elements and processes.
  • Reason 2: Theories based on rational negotiators. Most negotiation and influence models are based on the expected utility theory, fabricated on negotiators acting as rational players, and game theory frameworks.
  • Reason 3: The use of nations as units for studying cultures. Most cross-cultural negotiation and influence books still adopt the term culture as a synonym of nation. Nations are not the best entities for studying cultures. Geographic boundaries are often just artificial and unnatural divisions. Nationality and culture are connected, but any generalization must take into account within-nation variances and the great deal of diversity among people in any culture.
  • Reason 4: Abuse of the notion of culture in explaining international negotiation failures and cross-cultural communication misunderstandings. Many scholars agree that culture is just an artificial, abstract, and purely analytic concept. The problem is that culture is often adopted as a justification whenever differences in behavior among people from different parts of the globe must be explained.
  • Reason 5: The concept of culture as a static framework. In most cross-cultural management literature, cultural elements are considered static and invariant across situations and generations. However, most of today’s cultures differ from what they were just 5 or 10 years ago. Current models discount cultural change over time, even though change is occurring rapidly in many countries.
  • Reason 6: Cross-cultural negotiation and influence theories based on questionable data. The use of data from simulations involving international managers enrolled in MBA programs in the United States raises an interesting question in cross-culture literature: Can these individuals be regarded as a relevant and illustrative sample of managerial behavior in different cultures?
  • Reason 7: Concepts such as power, interests, and, above all, best alternative to a negotiated agreement (BATNA) take on different implications in an international context. Committing to only one course of action if the negotiation ends without an agreement could present a risk in multiparty, multidimensional, and unpredictable international negotiations held in a volatile, uncertain, complex, and ambiguous (VUCA) world. A better strategy calls for identification of multiple feasible alternatives (MATNAs).

The 4Ps Framework: Advanced Negotiation and Influence Strategies for Global Effectiveness is about becoming better negotiators and leaders in a global setting.

The book is intended for managers, graduates, and business students who are already, or expect to be, negotiating and influencing across cultures.

But why did we decide to bring together negotiation and influence in the same book?

First, because they are two sides of the same coin: The boundaries between influence and negotiation are feeble and the two concepts often overlap. According to some scholars, negotiation is a part of influence; according to others, influence is an element of negotiation.
The book provides a simple and well-defined distinction: Influence is internal to the organization, while the focus on negotiation is external to the organization.

Second, because the same framework can be applied successfully to both negotiation and influence in a global context.


It is obvious that Yadvinder has the background, knowledge, and first-hand experience necessary to connect all of the dots and bring a book of this kind together. The book is written in a very reader-friendly manner that manages to make the topic of cross-cultural business communication and negotiation exciting. The book almost reads like a story and each chapter is very nicely contained and devoted to each individual aspect of this subject. This book is unique and an absolute must-have for anyone looking to master international business negotiations.

"5 stars" - Readers' Favorite


"Rana centers his text on the issue of cross-cultural negotiation. He argues that unless managers (his main audience) take into consideration the impact that their negotiating technique has on the culture with which they are doing business, they are doomed to failure".

The 4Ps Framework is well worth the read, bringing to the table a long overdue multicultural approach to
negotiation. It deserves a wide readership and possible course adoption in social science and international
studies programs.

Blueink Review


A look at business negotiations, with emphasis on working in an international and multicultural context" A thorough, though sometimes overly detailed, exploration of how cultural values affect negotiations across national boundaries and how to use that understanding to advantage.

Kirkus Review