Problem: Unclear direction, gut-feel targets, strategy never reaches execution
Approach: Derive strategic initiatives from business goals with decomposition and review cycles
Deliverable: Strategy framework, goal cascade, execution tracking
Problem: Owner-dependence, bloated layers, unclear accountability
Approach: Role/headcount definition, structure redesign, delegation systems
Deliverable: Org handbook, job descriptions, delegation framework
Problem: Reviews are theater; scoring disconnected from business
Approach: Derive KPIs from business goals; tie appraisal to real outcomes
Deliverable: Performance handbook, metric library, templates, coaching
Problem: Inverted pay, talent loss, raises as the only retention tool
Approach: Job evaluation → pay-grade tables → broadband pay and incentives
Deliverable: Pay policy, pay-grade tables, transition plan
Problem: Values on the wall but not in daily behavior
Approach: Align mission/vision/values with behaviors and incentives
Deliverable: Culture handbook, behavior standards, rollout plan
Problem: No partner incentives; key team lacks ownership
Approach: Equity and partnership mechanisms balancing incentive and fairness
Deliverable: Equity plan, partnership framework, rollout path
Problem: Chaotic processes; cross-team work depends on manual chasing
Approach: Map critical processes, standardize, and improve continuously
Deliverable: Process manuals, SOPs, improvement roadmap
Per legacy IP page 86: OSMP was developed over 25+ years of HR practice and 300+ client implementations, refined with ~50 HR practitioners and experts.
OSMP spans strategy, organization, mechanisms, and culture — aligned with the operating triangle (market, product, supply chain) and management triangle (talent, mechanisms, culture).
Operations and management are two legs of growth — many firms overweight operations and underbuild management.
Operating triangle: market, product, supply chain — universal for any business model.
Management triangle: talent, mechanisms, culture. Talent retention depends on mechanisms and culture — good soil for people vs. a talent desert.
Mechanisms drive retention and shape culture — the starting point for team improvement.
Embedded consulting combines structured governance with culture — adapted to Chinese private-firm reality (legacy founder profile and company intro).
Advisors blend methodology with on-site presence; collective sessions often ~2×/week, frequently evenings while operations continue.
Cubic Compensation addresses incentive, external competitiveness, and internal equity via 3P×3B×3T — especially for private firms.
3P: Position (job evaluation), People (capability standards), Performance (appraisal results).
3B: Base pay, bonus, benefits — base for role duty, bonus for over-delivery and surplus, benefits for retention and culture.
3T: short-, mid-, and long-term incentives.
Deliverables: surveys, positioning, pay-grade tables, modeling, transition, policies, bonus/benefit design, equity plans.
Legacy cited outcomes: pay ratio down 1-2%, pay drives performance, full compensation system — per engagement scope.
“Vertical goals, horizontal processes” — targets carried through the org while processes connect and drive execution.
Shows how goals cascade and pressure moves down — the logic behind strategy-to-floor alignment.
Breaks silos, smooths handoffs, links upstream/downstream — the org runs as one self-driving system.
Each role finds its internal customer; the customer evaluates deliverables — reducing cross-department blame.
Internal customers carry performance accountability first, reducing favoritism and arbitrary scoring.
Helps the business run without constant owner intervention.
Listed among XieChunQiu R&D outputs on the legacy company intro page.
Cup-shaped KPI targets management and staff roles — cascades from strategy decode through indicator design, system build, coaching, and culture import: “everyone carries weight, everyone has metrics.”
Legacy performance principles: goal-based, results-oriented, Pareto, two-way communication; simple, integrated with daily ops — not review theater.
Listed among XieChunQiu R&D outputs on the legacy company intro page.
Point-based KPI for shop-floor roles with divisible steps and measurable output — paired with cup-shaped KPIs for a dual-track factory design.
Legacy case pattern: headcount modeling, point KPI linked to management reviews — one coherent system, not piece-rate vs. KPI double books.
Three-part legacy definition: entrepreneur dream, team loyalty, stakeholder win-win via internal wealth-sharing.
Equity as “split power, duty, profit” — co-create, co-own, co-share partnership model; 100+ equity projects cited.
Diagnosis: full survey for fair, compliant, actionable design.
Design: align finance and strategy, import equity concepts, complete seven-point determinations, workshop and modeling.
Rollout: communication, agreements, execution steps for legal, effective grants.
Legacy course framing: “nine lifelines,” “nine determinations,” “nine pitfalls” — 100+ implementations cited.
Legacy site lists strategy, org change, performance, compensation, culture, process, equity incentive — combined under OSMP per client stage. See service cards and landing pages on this site.
OSMP is XieChunQiu’s strategic HR system — see methodology section below. Embedded consulting means advisors on-site integrating methods with daily ops (~2 collective sessions/week per legacy news).
Legacy training page: systems plus people capability. Core business is embedded consulting; training often embeds in OSMP/org-change projects — see /en/services/training.
Mobile +86 13824369218、+86 18929378397 or /en/contact. Entity: Shenzhen XieChunQiu Management Consulting Co., Ltd. (USCC 91440300778762305D), Guangming District, Shenzhen.
XieChunQiu (USCC 91440300778762305D) is based in Guangming District, Shenzhen, contact +86 13824369218、+86 18929378397. Over 20 years serving 600+ enterprises — Pearl River Delta manufacturing is a core focus.
Typical searches: Shenzhen performance consulting, Dongguan role design, Foshan compensation — start with a free diagnosis, or see case studies and FAQ.
Regional hubs: Shenzhen · Dongguan · Guangzhou · Foshan · Shenzhen performance & pay
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