Maintaining License Flexibility with Broadcom:
Introduction – Why Flexibility Is Crucial in Broadcom Deals
Broadcom is notorious for its rigid, vendor-favored contracts that can lock customers into inflexible terms. After acquisitions of CA, Symantec, and VMware, Broadcom’s default licensing stance leaves little room for buyers to adjust if their needs change.
Typically, each product or license has its own separate term, contracts forbid any mid-term reductions, and customers are expected to commit to full capacity from day one.
The risk for enterprises is clear: fragmented renewal dates (losing leverage), paying for unused “shelfware” licenses, or overcommitting budget years in advance without escape.
To avoid these pitfalls, procurement leaders, CIOs, and legal teams must proactively negotiate flexibility into their agreements with Broadcom.
The key levers of flexibility are Co-Termination, True-Down Rights, and Ramp-Up Pricing. When used together, these three mechanisms empower an enterprise to manage long-term cost and risk despite Broadcom’s resistance.
Below, we define each lever and provide tactics to negotiate them into your multi-year Broadcom contracts.
Co-Termination of Contracts
Definition: Co-termination means aligning multiple licenses, products, or regional contracts to a single common renewal date.
Instead of having staggered contract anniversaries throughout the year, all major Broadcom software agreements would end at the same time.
Benefits:
A co-termed arrangement simplifies contract management and significantly strengthens your negotiating position.
With one unified renewal, you can treat your combined spend as a single, large deal – giving you more leverage to demand discounts or concessions.
It also avoids “contract sprawl,” where different divisions or products renew at different times, which Broadcom could exploit to keep you on the back foot. One renewal date = one opportunity to renegotiate everything on your terms.
Broadcom’s Default:
Broadcom’s typical approach is to keep contracts separate. If you purchase a new Broadcom product, it often comes with its own term (e.g, a 3-year subscription starting on the purchase date, ending three years later, regardless of your other contracts).
They rarely volunteer to align dates because fragmented renewals favor the vendor. Broadcom may agree to co-term new licenses with an existing master agreement.
Still, they often only offer a shorter initial term or proration, and may try to charge a premium for the convenience.
Negotiation Tactics for Co-Term:
- Insist on Alignment: Whenever you make a new Broadcom purchase or add a product, explicitly request that it co-terminate with your primary Broadcom renewal date. Make this a standard ask in your procurement process. For example, if your main VMware/Symantec agreement renews on December 31, any new license should be set to expire on the same date, even if that means a shorter first term for the new license.
- Negotiate Prorated Fees: Broadcom might respond by offering a shorter term to align dates, but at a cost (e.g., a 15-month initial term for a new product instead of 12, which would push it to the year-end). Counter by proposing prorated pricing – you should only pay for the months used to get on the master schedule, not a full extra year. For instance, if aligning means an extra 6 months on a contract, pay 50% of the annual fee (not 100%). Avoid any “alignment tax” where Broadcom charges an undue premium just to co-term.
- Consolidate Agreements: If you have separate contracts for Broadcom-owned products (for example, separate VMware and Symantec agreements), work towards consolidating them or at least synchronizing their end dates. Broadcom sales teams may resist combining them outright, but you can still coordinate the renewals to occur simultaneously. Even if products remain on separate papers, having them co-terminus to the same date allows you to negotiate as if they were one big contract.
By pushing for co-termination, you simplify your renewals and maximize your leverage. Broadcom’s worst-case scenario is a customer who can walk away from a large portion of spend all at once – co-terming moves you closer to that kind of negotiating power.
It may require careful timing and possibly short-term extensions or early renewals to align everything, but the effort is worth it.
Sample Clause (Co-Termination): “All new licenses purchased will co-terminate on [common renewal date], with prorated fees applied to align to this date.”
True-Down Rights
Definition: True-down rights are the contractual ability to reduce license counts or spending commitments if your usage declines.
In other words, you can true-down (dial back) previously purchased quantities, typically at specific intervals, such as an anniversary or at renewal time, and pay less in the future. This is the opposite of a true-up, where you pay more if usage increases – a true-down protects you if usage decreases.
Broadcom’s Default Stance:
By default, Broadcom agreements are “one-way” in flexibility – you can increase usage (and pay more), but you absolutely cannot decrease your licenses during the term.
They operate on a strict ratchet: any additional licenses you buy or consume become your new committed level, and there’s no going down.
Broadcom rarely, if ever, includes true-down provisions without the customer explicitly negotiating them.
This means if you over-purchase or if your needs drop (due to layoffs, divestiture, cloud migration, etc.), you’re stuck paying for those unused licenses until the contract ends. It’s a recipe for shelfware and wasted budget.
Why You Need True-Downs:
Businesses are not static – they divest divisions, see project cancellations, move workloads to the cloud, or adopt new technologies that can reduce the need for Broadcom software.
Without a true-down clause, you could be locked into paying for licenses even if half your company is sold off or if you abandon a tool.
For example, imagine you acquired 5,000 Broadcom security software licenses, but two years later, only 4,000 are in use. True-down rights would allow you to drop the excess 1,000 and not renew support on them (or reduce the subscription count) to save money. Without true-down, those 1,000 unused licenses continue to incur costs for the remainder of the term – a pure waste.
Negotiation Tactics for True-Downs:
- Leverage Future Changes: When negotiating, mention known scenarios that could reduce your license requirements. For instance, if your company is considering spinning off a business unit or expects to migrate some applications off VMware to the cloud, use that as justification. Emphasize that you need protection against paying for licenses that your business might not require in a year or two.
- Request Annual Reduction Allowance: A common approach is to negotiate a clause that allows you to reduce license quantities by a certain percentage at set intervals (e.g., “up to 10% at each anniversary” or “15% at renewal time”). This gives you a safety valve without Broadcom fearing a complete drop-off. Even a one-time true-down at a mid-point can help. Start by asking for flexibility each year and be prepared to compromise on perhaps a one-time adjustment or a smaller percentage.
- Tie to True-Up: If Broadcom balks, position it as part of a fair usage approach – you commit to true-up (pay more if you grow), but in exchange, you need the ability to true-down within reasonable bounds if you shrink. This mutual flexibility can be sold as maintaining a long-term partnership: you’re not looking to drastically cut spend, just to right-size if things change.
- Avoid Minimum Commit Clauses: Be very wary of any “minimum renewal” or “fixed quantity” language. Broadcom sometimes tries to bake in obligations that say you must renew at the same or higher license count, or that even if usage drops, you’ll pay a minimum fee. Strike or refuse any such terms. Your goal is to remove any contractual floor on your usage. Renewal should be an opportunity to adjust to actual needs, not an automatic ratchet up.
- Use Divestiture as a Fallback Carve-Out: At the very least, negotiate a divestiture clause – if you sell or divest part of your company that was using Broadcom licenses, you can reduce those licenses from your contract without penalty. This is a specific true-down trigger tied to M&A events. It’s narrower than a general true-down right, but it covers a common scenario of sudden reduction in needs.
Remember, Broadcom will rarely give true-down rights unless you ask – it’s one of the most resisted clauses because it shifts risk back onto the vendor.
Stand firm that this flexibility is a must-have for you to sign a multi-year deal. Often, pointing out that other major vendors allow some form of reductions in their enterprise agreements can help your case (“our agreements with Microsoft/IBM include adjustment clauses – we need a similar concept here for Broadcom”).
Sample Clause (True-Down): “Customer may reduce the quantity of licenses by up to 15% at each annual renewal period without penalty or additional fees, with any prepaid amounts for reduced licenses credited pro rata.”
Ramp-Up Pricing
Definition:
Ramp-up pricing is a structured payment schedule where fees increase over time in step with your planned deployment or usage growth.
Instead of paying for the full target deployment from day one, you start with a smaller commitment and ramp up the spend and license counts over the term. For example, in a three-year deal you might pay $X in Year 1, $Y in Year 2, and $Z in Year 3, corresponding to an increasing number of users or servers as you roll out the software.
Use Cases:
Ramp-up pricing is especially useful for new implementations or phased projects. Broadcom’s portfolio (now including VMware and Symantec products) often involves complex solutions that an enterprise can’t deploy all at once.
If you’re adopting a new platform (such as VMware Tanzu for modern applications or a Symantec security suite company-wide), you might only roll it out to a small group in the first year, then expand later.
Ramp-up ensures you’re paying in line with that adoption curve, rather than paying full price on day one for capacity you won’t use until much later. It’s also valuable in cases of mergers or acquisitions, where you plan to gradually onboard acquired entities onto the Broadcom software.
Broadcom’s Approach:
Broadcom is generally hesitant to offer ramp-up pricing unless it’s necessary to close a big deal. Their preference is front-loaded revenue – they’d rather bill 100% from the start. If they agree to a ramp, be aware of front-loaded or back-loaded cost structures.
For instance, Broadcom might offer a modest discount in year one but then include steep, pre-agreed increases in years two and three, resulting in a much higher total cost by the end.
Sometimes they “hide” cost escalation in these ramps, so that if you’re not careful, the total over the term is far more than a flat annual rate would have been. It’s critical to model the multi-year total and annual breakdown.
Negotiation Tips for Ramp-Up:
- Lock in the Total Contract Value: From the outset, obtain clarity (in writing) on the total cost over the full term, including the ramp. Ensure that when you add up Year 1, Year 2, and Year 3, it equals a number you find acceptable and that this sum is firm. This prevents Broadcom from sneaking in unexpected charges later. If they propose a ramp, recalculate the effective discount across the term and ensure it aligns with the promised amount.
- Tie Increases to Adoption Milestones: Try to connect each step-up in payment to your actual deployment milestones or usage metrics. For example, negotiate that Year 2 pricing kicks in only when you deploy the software to X more users or after a certain project phase is delivered. This way, if your rollout is slower than expected, you have a point to discuss in case you need to delay the cost increase. Even if Broadcom won’t formally agree to that level of contingency, making it part of the conversation signals that you expect pricing to reflect reality, not arbitrary vendor schedules.
- Smooth Annual Increments: Advocate for a gradual ramp rather than a sudden increase. Ideally, each year’s increase should be relatively even or tied to a percentage growth, not a huge balloon payment at the end. For instance, a 3-year ramp might be structured as 20% / 30% / 50% of the total cost each year, rather than 10% / 20% / 70%. If Broadcom initially backloads the deal (with a small first year, then a massive jump), negotiate to smooth it out. The ramp should help your cash flow and adoption, not just defer an unpleasant surprise.
- Combine with Flexibility: Make sure ramp-up doesn’t lock you into a commitment if your plans change. If possible, pair ramp-up with true-down rights – e.g., if by Year 2 you decide not to increase usage as originally planned, you should have some ability to adjust the numbers downward rather than being forced to ramp up regardless. Broadcom will resist this, but at a minimum, ensure you’re not obligated to a higher Year 3 quantity if you know by the end of Year 2 that you won’t need it. One strategy is to include a checkpoint before the largest ramp step, where you can revisit the forecasted deployment and tweak the plan.
When done right, ramp pricing is a win-win: you get to “pay as you grow” and Broadcom still gets the full value of the contract over time.
Just be cautious – without clear terms, ramp-ups can be misused by vendors to simply postpone charges and then bill you later. Always model the ramp scenario and explicitly bake the schedule into the contract.
Sample Clause (Ramp-Up): “License deployment and fees shall follow the agreed schedule: Year 1 – 1,000 users for $A; Year 2 – 2,000 users for $B; Year 3 – 3,000 users for $C. Total contract value $A+B+C, with no additional charge for up to the stated quantities each year.”
Aligning Multi-Product and Multi-Region Deals
Enterprises often have multiple contracts with Broadcom across different product lines (e.g., a VMware ELA, a Symantec security agreement, maybe even older CA mainframe licenses) and across various business units or geographies.
A critical strategy is to align these deals to maximize flexibility:
- Co-Term Across the Portfolio: As mentioned earlier, aligning renewal dates is key. Strive to set the same end date for all major Broadcom contracts. If you inherited staggered terms via acquisitions or past purchases, negotiate one-time adjustments so everything co-terminates. This might involve extending one contract by six months here, or shortening another there with a partial term – do whatever it takes to synchronize them. Once aligned, you have a much stronger hand: you can approach Broadcom with the total combined spend at renewal and leverage one part of the deal against another (“If we don’t get favorable terms on Product X, we might drop Product Y as well.”).
- Bundle into an Enterprise Agreement: Broadcom may be willing to bundle multiple products into a single Enterprise License Agreement (ELA) or consolidated contract. If you pursue an ELA that covers, say, both VMware and Symantec products for all divisions, bake the flexibility levers into that one master agreement. One large agreement with co-term, true-down, and ramp provisions is easier to enforce than trying to incorporate these provisions into separate contracts. Bundling can also unlock bigger discounts since the deal size is larger – you can then justify more flexibility in terms.
- Maintain Modular Independence: While aligning and bundling, ensure you don’t inadvertently give up flexibility by bundling. It sounds contradictory, but you want a modular structure: co-term everything, but keep the ability to drop or modify individual components at renewal. For example, if Broadcom bundles five products in an ELA, negotiate that at the end of the term, you can non-renew or reduce one product while renewing others. Co-termination shouldn’t mean you’re forced into an “all or nothing” renewal. Each product line should still be an independent decision when the term is up, even if they share the date. This way, internal teams also retain choice – if one division dislikes a tool, you’re not obligated to renew it simply because it’s covered under a common agreement.
- Global and Regional Coordination: Ensure your procurement and IT teams worldwide are aligned with the Broadcom strategy. Suppose the European and North American divisions each negotiate separate Broadcom deals. In that case, Broadcom might play them against each other or give one a deal without flexibility, which would then set a bad precedent. It’s essential to present a united front. Often this means planning well in advance of renewals, getting all stakeholders on board with a single negotiation game plan (for example, deciding that co-term and true-down are top priorities for the next renewal across all regions).
In short, internal coordination and unified negotiation are as important as the contract clauses themselves.
Broadcom often employs a divide-and-conquer approach – counter it by combining your purchasing power and speaking with a unified voice.
Aligning multi-product and multi-region deals ensures that when the time comes, you’re negotiating from a position of maximum strength with all options on the table.
Vendor Pushback and How to Counter It
When you request these flexibility provisions, expect Broadcom to push back. They have standard objections readily available.
Being prepared with counterarguments will improve your chances of success:
- “We never allow mid-term reductions (true-downs).” Broadcom will claim its policy is zero reductions because its pricing is based on your commitment. Counter this by emphasizing the partnership and long-term commitment you’re making. Explain that without any flexibility, you risk overpaying for shelfware, which will force you to consider scaling back or not renewing at all. Cite the reality of business changes – you simply cannot sign a 3-5 year deal without safeguards. You might offer a compromise, such as capping the reduction or tying it to specific events (to show you’re not planning to just slash usage wantonly). Also mention that many enterprise vendors (Microsoft, IBM, etc.) include provisions for adjustments in similar deals – you are not asking for something unheard of, just reasonable protection.
- “Ramp-up pricing just delays the inevitable cost – you might as well commit now.” This is a common refrain, implying that ramping up is merely a deferral of payment. Your counter: If the total cost is inevitable, Broadcom should have no issue explicitly structuring it to match deployment. Stress that ramp-up is about cash flow and deployment risk. If they want you to adopt more Broadcom products or expand usage, they need to share in the risk of that deployment. You can also leverage competition: “If Broadcom can’t accommodate our phased rollout, we may pilot alternative solutions for those later phases.” That threat can motivate them. Remind Broadcom that a ramp doesn’t mean you pay less overall – it just aligns payments to value received, which is fair. And if they’re concerned you won’t follow through on later phases, that’s exactly why you need the flexibility (in case plans change) – it’s better than you not signing at all or signing a smaller deal.
- “Our contracts are already discounted for volume; co-terming everything could limit your discount.” Broadcom might argue that aligning or bundling deals is complicated or that you got special pricing on separate deals that can’t co-term. This is often a negotiation tactic. Respond by pointing out that any volume discounts should actually increase when deals are consolidated (bigger deal = bigger discount). If they worry about different product terms, propose a practical solution: a side letter or amendment that simply states all contracts share a common end date. Broadcom may try to charge for an alignment extension – negotiate that down or ask for it to be provided at nominal cost, given the overall spend. Ultimately, make clear that co-termination is a non-negotiable for you due to internal policy and governance. You might even trade something minor for it, such as agreeing to a longer notice period for non-renewal, so that Broadcom feels they have made a concession.
- “A multi-year commitment with no reduction rights is standard – we can’t change that.” This is essentially a plea to accept the status quo. Do not accept it at face value. Reiterate that every term is negotiable, especially given the size of your investment. If faced with absolute refusal, escalate the discussion to value: “We’re committing to Broadcom as a strategic partner. If Broadcom can’t reciprocate with some flexibility, we may need to reconsider the scope of this deal.” Broadcom’s sales team is incentivized to close the deal; they do have leeway if it means securing your signature. You can also bring up precedents (without naming names) – for example, mention “other large vendors” or “peers in our industry” who received similar clauses from Broadcom after pushing for them. Even if Broadcom won’t budge on mid-term true-downs, push for at least an option at renewal to adjust downwards with no penalties.
Throughout these counterarguments, maintain a firm but collaborative tone. Emphasize that you want a win-win outcome: you’re not trying to avoid paying for value received, you’re trying to ensure you’re never forced to pay for value not received.
That’s a reasonable position. If Broadcom truly wants a long-term relationship, it should be willing to accommodate reasonable flexibility rather than insisting on terms that could seriously hurt your business down the road.
Often, positioning your requests in terms of partnership, fairness, and industry-standard practices can make Broadcom more willing to find a compromise.
Checklist – Flexibility Must-Haves in Broadcom Deals
When negotiating a Broadcom contract (or reviewing a proposed agreement), use this checklist to ensure you’ve covered the critical flexibility items.
These are the must-have clauses or conditions to include:
- ✅ Single Renewal Date (Co-Termination): All major licenses and subscriptions co-terminate on the same date, across all products and regions. No scattered expirations.
- ✅ True-Down Rights: An agreed mechanism to reduce licenses or spend, either annually or at least at the end of the term, without penalty. This includes the ability to adjust downward for events such as divestitures or reduced needs.
- ✅ Ramp-Up Structure: A pricing/payment schedule that aligns with your deployment schedule. You aren’t paying full freight from day one if you’re rolling out gradually. Annual increases (if any) should be predefined and tied to usage growth.
- ✅ No Minimum Renewal Lock-Ins: Ensure the contract doesn’t force a minimum spend or auto-renewal quantities. You want the freedom to renew less frequently, migrate away, or not renew at all if needed. Any renewal should be an opportunity for a fresh negotiation or, at the very least, adjusting volumes.
- ✅ Divestiture and Merger Clause: If your company merges, acquires, or divests businesses, there should be a process to either transfer licenses to an acquiring entity or reduce them from your count. You shouldn’t pay for users or servers you no longer have due to corporate mergers or acquisitions.
- ✅ Portability/Flex Use: (Optional but useful) Rights to transfer licenses within your organization or across environments. For instance, the ability to move a license from an on-prem server to a cloud instance, or swap from one equivalent product to another if your needs shift. Broadcom’s standard terms are rigid, but if you can, insert some language that lets you reallocate licenses to where they’re needed most.
Before signing, double-check that these flexibility clauses are explicitly documented. If anything is only “promised verbally” by the sales team, get it in writing in the contract or an addendum.
This checklist can save you from costly surprises later and ensure the agreement supports your business through change.
FAQs
Q: Will Broadcom allow me to co-term licenses across VMware, Symantec, and other products?
A: It’s not Broadcom’s standard practice to offer co-termination proactively, but they will often accommodate it if you insist—especially for a large or strategic customer. You may need to negotiate it explicitly and potentially sign an amendment or adjusted term to ensure everything is aligned. Broadcom might try to charge for an off-cycle alignment (for example, extending one contract by a few months), but this is often negotiable. The key is to raise the request early in the negotiation. Emphasize how a single renewal benefits both sides by providing a clear point for renewal discussions. In many cases, clients have successfully co-terminated VMware and Symantec agreements by timing one contract’s renewal to match the other or rolling one into an enterprise agreement. Don’t expect Broadcom to volunteer it—you have to drive the request.
Q: Can I actually reduce licenses or spend mid-term if our usage drops?
A: Not without a negotiated clause. Broadcom’s out-of-the-box contracts do not allow mid-term reductions; you are generally locked into the quantity and spend you signed up for. However, you can negotiate true-down rights or at least end-of-term flexibility. Some companies manage to include a provision for an annual true-up (e.g., a 10% reduction) or a one-time adjustment if a specific event, such as a divestiture, occurs. If Broadcom refuses any mid-term adjustments, ensure you have the ability at renewal to downsize without penalties or mandatory spend commitments. Also, remember that you can always reduce usage on your side (by stopping the use of certain licenses) – the issue is with payments. So, negotiate so that payments can decrease in line with reduced use. Without that clause, you’ll be paying for unused licenses until the term ends.
Q: What is ramp-up pricing, and when should I use it?
A: Ramp-up pricing is a structure where your payments start smaller and increase over time, following your deployment schedule. You should use ramp-up when you know you won’t use 100% of the licenses on day one. Common scenarios include new software implementations (rolling out a new Broadcom/VMware solution to the enterprise in phases), mergers/acquisitions (integrating another company’s users over a year or two), or major upgrades that will take time. Ramp-up ensures you’re paying roughly in proportion to value received. For example, if you only roll out half the workforce in Year 1, you pay for half the licenses that year, then more in Year 2 when the rest are onboarded. It’s not about getting a discount; it’s about timing and cash flow. Always define the ramp-up schedule in the contract (quantities per year and associated fees). Use it to avoid overpaying early on or making massive upfront financial commitments for capacity that will initially sit idle.
Q: Broadcom says they don’t give true-downs or ramps – how do I get them to agree?
A: Broadcom’s first response is often a flat “no” to special flexibility, hoping you’ll drop it. Don’t accept that. Justify your requests with solid business reasoning, such as forecasted changes in your environment, the need for predictable budgeting, or the avoidance of waste. Show them you’re informed – mention that other large vendors and even some Broadcom customers have these terms (if you have any industry examples in your pocket). Be willing to trade something if needed: a longer contract term, a broader product purchase, a slight step-up in overall spend – something that gives Broadcom an incentive. Essentially, you might say, “If you can meet us on these flexibility points, we’re prepared to consider a larger commitment or longer term.” This often gets their attention. Also, involve higher-ups if necessary; sometimes an escalation to a Broadcom sales VP with the message “flexibility is the sticking point preventing this deal” can shake loose concessions that the front-line rep was unwilling to grant.
(Feel free to ask any other questions within your team as you prepare – the scenarios above are common, and being ready with answers helps during negotiations.)
Related articles
- Co-Terming Broadcom & VMware Contracts: How to Align Renewal Dates for Leverage
- How to Negotiate True-Down Provisions in Broadcom Contracts
- Structuring Ramp-Up Pricing in Broadcom Contracts – A Playbook for Phased Deployments
- Aligning Global & Division Broadcom Contracts for Flexibility
5 Tactical Recommendations for Broadcom Contracts
In conclusion, here are five tactical recommendations to maintain maximum flexibility and control costs when negotiating with Broadcom:
- Always Co-Term Your Agreements: Align all your Broadcom product licenses to a single renewal date. This unity gives you leverage – treat multiple small renewals as one big negotiation. It prevents Broadcom from picking off contracts one by one and ensures you can renegotiate everything together for better terms.
- Secure True-Down Rights in Writing: Don’t sign a multi-year Broadcom deal without some allowance for reducing scope. Even if it’s modest (e.g., 10-15% adjustment annually or at renewal), it can save millions if your circumstances change. Ensure the contract language explicitly permits license reductions or commensurate spending reductions.
- Leverage Ramp-Up Pricing for New Initiatives: When rolling out Broadcom software (especially newly acquired products like VMware Tanzu or security suites), structure the deal so your payments ramp up with usage. This avoids paying full price from the start and aligns costs with value. It also protects you if deployment is slower than anticipated.
- Bundle and Negotiate Enterprise-Wide: Whenever feasible, negotiate Broadcom contracts as one comprehensive agreement (or at least concurrently). Bundling VMware, Symantec, and other Broadcom-owned software into a unified deal can unlock bigger discounts and make it easier to insert portfolio-wide flexibility clauses. Just remember to keep the ability to drop or tweak individual components at renewal.
- Never Accept the Standard Terms at Face Value: Broadcom’s standard terms are heavily one-sided. Push back on anything that locks you in or limits flexibility – whether it’s auto-renewal, no-cancellation, rigid volumes, or exorbitant uplift caps. Everything is negotiable if your spending is significant. Be prepared to walk away or explore alternatives if Broadcom won’t budge; showing that resolve can often bring them back to the table with a more reasonable position.
By following these tactics, you can transform a rigid Broadcom contract into a more balanced agreement.
The goal is to ensure that the contract doesn’t handcuff your organization, allowing you to maintain the ability to adapt and manage costs throughout the relationship. Broadcom may resist, but in the end, they also want the deal – use that to insist on the flexibility you need to succeed in the long run.
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