![]() ![]() I am also surprised how often “C” level executives don’t know the details of those plans and can’t explain why they are what they are. When I look over these documents, I’m frequently surprised by how the financial incentives do not align with publicly-stated strategy. If I’m an employee, I ask questions like: Are my earnings capped? Am I incented to be constantly closing deals or delaying until new sales periods? Am I more heavily incentivized to up-sell, to support existing clients, or win new ones? If I’m a customer, I ask: What is this pricing plan encouraging me to do? Am I rewarded for buying more, and if so when? Am I incented to buy one service or product over others, or a combination of products? When I get my hands on these plans, I read them while imagining that I’m an actual employee or customer. “Don’t you want to see our investor deck or business plan?” the founders will say. When I am meeting a company for the first time and I ask for the pricing and compensation plan upfront, I often get blank stares. But for most of us, money remains really important, and it’s the factor that’s easiest to observe when judging how well a firm’s strategy will work. Yes, there’s a lots of managerial research suggesting that there are other motivations besides money that drive employee behavior, and that shoppers are driven by elements beyond pricing. How firms incent their employees–especially the sales team-and how they incent their customers and the marketplace are the true effectuation of their strategy. In my work as an investor, an operating executive at growth companies, a mentor to startups, and a business school lecturer, I’ve come to believe that the quickest way to understand a company’s model is to look at these two documents.įinancial incentives are the key tools used to implement a strategy. And in some instances, some of these documents can actually lead you astray and impede your ability to really understand the company. Most of that stuff isn’t meaningful-it won’t give you deep insights into the firm’s value proposition and the employee behaviors it really rewards. Forget about brochures, YouTube videos, and blogs. These components of size-up can initially be assessed from the relatively safety of the emergency response vehicle ( Box 30-1).If you want to really understand a firm’s strategy-whether it’s a start up or Fortune 500 firm–you need only two documents: the compensation plan and the pricing plan.įorget about business plans, PowerPoint presentations, executive speeches, media interviews, strategy memos, or org charts. The components of scene size-up require simultaneous assessment and include the review of dispatch information, identification of the number of patients, identification of mechanism of injury or nature of illness, resource determination, standard precautions determination, and assessment of scene safety. Just as a scene is dynamic, aspects of the size-up should be reevaluated over the course of an incident. The hazardous materials team will have a different focus and perspective during size-up than the first arriving advanced life support unit. Many scenes evolve even after the first unit has arrived, and various specialty units have different perspectives on the size-up of the same scene. The purpose of scene size-up is to expeditiously ensure that there is a safe scene on which to provide care, and that the proper resources are summoned to the scene according to the number of patients and their specific care needs. ![]() Scene size-up is a multifaceted process that occurs before and immediately upon arrival at the scene, prior to executing any other activities. A successful EMS physician in active field operations assesses the scene, acts on this assessment, and mitigates danger prior to the provision of any patient care or evaluation. Consequently, the physician is subject to the unique environmental dangers associated with patient care in the field that often contributed to, or are a result of, the patient’s injury or illness. The physician is given the opportunity to see the scene as a reflection of the general health of the patient, or as a first-hand account of mechanism of injury. Patients in the field are seen at first in parallel rather than in series. They many times initially perform the functions their triage nurse otherwise would, in a deliberate and expedited fashion. EMS physicians transport themselves to the scene, rather than the scene being brought to them as in standard medical practice. Practicing emergency medicine in the prehospital setting is rife with opportunities, special considerations, and perils not encountered routinely in the hospital emergency department. ![]()
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