20^th century management continues today because all enterprises have the same costs and problems. Many 21^st Management Magazine articles have documented the significant advantages of using R-pM to manage the enterprise business, rather than managing the enterprise with 20^th century management.

The future playing field will no longer be level. Companies now implementing R-pM will have a significant competitive advantage over companies burdened with 20^th century costs and problems. It is time to leave the 20^th century behind. Your company can be among the leaders and enjoy the advantage of 21^st Century management, or stay among the followers and suffer the disadvantages of 20^th century management. [more...]

Today's business enterprise uses a myriad of management structures and information systems creating enormous information complexity. Each structure and system defines its own set of data entities and reports separate information. Enterprise management information systems attempt to reconcile data and integrate information into meaningful reports for management. But, no system today captures actual business data and no management information system reports actual business management information.

Result-performance Management (R-pM) organizes the business for 21^st Century Management. The one integrated business structure is used for a comprehensive and consistent Result-performance Management System to capture data on the utilization of capital in performance solutions to produce economic outputs in business results. Data is captured on performance capacity, cost, and effectiveness and the volume, value, and quality of results produced. Strategic results and the solutions needed are maintained in the strategic business structure with plans for time periods and updated strategic estimates. Complete and comprehensive management information is reported on the actual business for effective 21^st Century Management and good corporate governance. [more...]

Today's business processes emphasize managing performance and "performance quality". But, people have difficulty defining "performance quality" and in identifying and correcting poor performance. If the business process output is not up to standard, it is difficult to identify what happened within the process and to prevent the problem from recurring.

"Quality" is not an attribute of performance. "Quality" is an attribute of the output result produced by performance effectiveness. We can see and determine the quality of the output result, where we cannot see or determine the quality of performance, if it is not witnessed. In order to manage quality we must manage each output result produced in the chain of results leading to the final process result. In order to manage the effectiveness of performance, we must manage the human and other performance solutions utilized to produce the result. A defective result in the chain it is caused by either a defective input result or ineffective performance. The chain is traced back to identify the defective result. Since performance solutions are managed, the ineffective solution can be corrected or replaced. But, this can only be done by managing result chains with Result-performance Management. [more...]

20^th century management organizes and manages the business enterprise and not the enterprise business. An organization structure is laid over the business, preventing the business from being managed. Management structures for strategy, processes, systems, accounts, etc are laid over the business. The overlaid structures are contrived human creations that do not accurately represent the business. The business must change continually, while overlaid structures remain fixed, creating unsolvable problems. Business change management is not change to the business but change to overlaid structures to align them with the actual business.

Result-performance Management (R-pM) organizes the business as one integrated business structure. Data is captured on the actual business and accurate management information is presented in the framework of the current and strategic business. All overlaid structures either are incorporated in the business as performance solutions or are removed along with all the work to maintain the structures. The one integrated business structure changes with every change to the business, and eliminates all 20^th century management problems. [more...]

Human resource and capital management of today essentially administer human resources as employees and develops human capital to meet general performance needs. Human capabilities required by the business are not defined or managed as capital. Knowledge solutions to develop human capital or for human capital to utilize solutions to produce results are not defined or managed as capital.

R-pM develops all capital, including human capital, to produce specific result value-added. Human capital in personnel learning, specific human capability development, and knowledge development is managed to add value to specific business results. Management knows the personnel, capability, and knowledge solutions utilized to create result value and the value-added to results. Management can assess the worth of human capital and plan human capital development to meet needs to increase the value of specific results or to produce valuable new results. Human capital has a stake in the enterprise business and knows that increasing result value-added increases human capital worth and justifies increases in human capital performance costs. [more...]