War and business aren’t the same, yet there is a lot to learn from each for each.
Both have a lot at stake, rapidly changing conditions, a wide range of clearly measurable outcomes and some outcomes are better than others.
4077th MASH was known for providing maximum care in rapidly changing conditions, surrounded by great chaos and yet they achieved extraordinary outcomes by any measure. The changing conditions included staff availability, locations, resource shortages, weather and a low level of camp safety to name a few.
However, the least predictable thing they were forced to deal with was the patient. The patient’s condition when removed from the ambulance or helicopter was always to-be-determined. Each patient, with their current injury, their history, genetic makeup, and current injury when arriving in the compound complicated by the constantly changing elements defined the patient’s current state. The patient’s current state demanded immediate, thoughtful, intentional and well-executed action or this patient would have NO future state other than “passed.”
Over the 250 plus episodes, it was made clear that the effort in the compound between the mix of patients, corpsmen, nurses, and doctors had a major impact on the 95% plus success rate achieved.
If the right patients weren’t triaged, scheduled, prepped, continuously treated, reviewed, and moved to the best surgeon at the right time, the surgical outcomes would have been much different and not for the better.
The right patient, to the right surgeon, with the required ongoing support, not only improved the outcome for the specific patient but for all those who would come before or after.
The learnings from 4077th MASH helps Revenue Science™ bring the “Safest Way” for business organizations to achieve the business goal to transfer as much value as possible to the buyer and for the buyer to pay for that value received.
Today’s business organizations large and small exist in conditions that change constantly in similar areas to the MASH. The availability and skill of staff, the location of those who are part of the problem solved (suppliers, customers, partners, staff, etc.), resource shortages, weather conditions, technology changes, data security, and the economy to name a few have a direct impact on value transfer in both directions.
Like 4077th MASH the least predictable things in a B2B value transfer pipeline is the buyer’s current state and Ideal Future State. Just like the selling organization deals with their own changes, so does every buyer or possible buyer the seller is considering engaging. So, the selling team deals with their change and the buyers change all in the same transfer, at the same time, with the intent of creating a great outcome for both.
While the business does not have the ambulance or helicopter arriving in the lobby, there are buyers along the Revenue RoadMap looking for help to arrive from the seller often when the buyer does not know what that help might be.
The buyer’s current state demands immediate thoughtful, intentional and well-executed action that will transfer value from the seller to the buyer propelling the buyer forward for the good of both, or this buyer and seller will have NO joint future.
For MASH, the triage in the compound was executed by an all-hands-on-deck effort supported by a very clear criteria and process that set the stage for success.
At a high level, the triage is similar and equally important for business. “Revenue Generation” is an all-hands-on-deck activity, it demands very clear criteria and an executable process with metrics for review and continuous improvement to set the stage for success.
Both the MASH and business achieve their goals when the patient/buyer gets a great outcome and is around for a long time.
What is different between the MASH and the business triage is in the type of participation from the patient/buyer. Often for the MASH all patient communication is based on observation and standard available tests, with very little intentional or helpful verbal communication from the patient. Even if the patient is providing intentional verbal communication it will have little or no positive impact on the immediate execution by the medical staff.
Today’s business triage often starts with observation and research (often on both parties’ part). When the research justifies next steps there is conversation (human or electronic) which moves the parties to a decision point about to determine if the two groups move forward to consider contracting.
At this point, if there is future effort it is in the form of a Joint SOW (Scope of Work) which defines in detail what value the buyer needs, how the seller will work with the buyer to provide that value and how the seller will be compensated.
This point is where the MASH and the business start looking more different. The MASH proceeds often with NO intentional input (other than vital signs) for the patient vs. the seller who can ONLY proceed by understanding the buyer’s frame of reference and the buyer’s required outcomes.
4077th MASH teaches a Medical Science best practice that results from an aligned all-hands-on-deck triage effort supporting the patient. For business Revenue Science™ shows the “Safest Way” to create maximum buyer and seller value also comes from an aligned all-hands-on-deck application of science to a world in constant change.
Take the time to learn and apply Revenue Science™ the “Safest Way” for transferring and receiving full value.