Direct answer：When is equity consulting needed? Use seven-point design for pool, pricing, and exit—don’t copy templates for grants.
Common questions:
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).
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.
| Instrument | Fit | Watch-out |
|---|---|---|
| Options/RSU | Key leader retention | Performance gates & compliance |
| Phantom/profit share | Cash-tight firms | Vs. real equity |
| Partnership | Power + upside | Governance & agreements |
| XieChunQiu flow | Diagnosis → seven points | Legacy 100+ projects cited |
Org optimization and key-talent incentive design (anonymized).
Large supply-chain firm — org and performance upgrade (anonymized).
40+ team scaling — performance and roles upgraded together.
Legacy page: diagnosis → design (seven points, modeling) → rollout (communications, agreements, execution).
Legacy definitions frame equity as co-create/co-own/co-share partnership tool.
Equity focuses on long-term upside; partnership adds governance — see partnership solution page.
