Key performance indicators measure the enterprise and not the business

Key performance indicators produced today measure the various organization, process, system, performance management, and other structures laid over the business, rather then the actual business. To measure and manage the business, the attributes of capital utilized as performance solutions, output results produced, and performance in the utilization of a performance solution to produce a result must be measured and managed.

Key performance indicators mix capital, results, and other entities together under the heading performance

Performance is defined to include both the actions executed and results accomplished. This prevents the actual business from being organized and managed. Many performance indicators measure capital, results, and other entities. Very little actual business performance is measured of managed. Most actual business performance in costs, effectiveness, problems, uncertainty, value creation, etc remains unknown.

Result-performance Management (R-pM) measures and records the actual business

R-pM organizes results and capital as performance solutions in one business structure. R-pM organizes the business by deploying specific performance solutions to produce specific results. At this point, performance records are set up to capture the performance of the specific solution to produce the specific result in capacity, expectations, and other indicators. Performance transactions record actual performance costs, effectiveness, etc producing result value, quality, etc. Performance records and performance solution and result totals are updated, as needed, for each instance of performance [more...]

R-pM defines actual business organization and management

R-pM provides the concepts, procedures, and learning so that any enterprise can organize and manage the actual business. Part of R-pM is 21^st Century Management to provide the framework for business operations, education, services, and solutions that can be utilized effectively by any business.

21^st Century Management provides the framework for collaboration and common solutions

R-pM is designed to simplify the business and to provide the foundation for business collaboration and common education, services, and performance solutions that any business can use. This requires a minimum set of fundamentally-correct and consistent 21^st Century Management conventions, definitions, and standards that are followed by R-pM users, educators, business management software and solutions, and service providers to reduce business costs and enable effective communications and collaboration.

21^st Century Management is documented in The R-pM Toolkit.

21^st Century Management descriptions are included in all R-pM Toolkit documentation. The 21^st Century Management conventions, and definitions are included in the current R-pM Toolkit. Additional 21^st Century Management conventions will be refined and included in future R-pM Toolkit updates. 21^st Century Management standards will evolve as R-pM is employed in practice.

The R-pM Community can provide inputs into 21^st Century Management

The intention is to make 21^st Century Management a product of the R-pM community so that anyone can contribute their ideas and requirements to be reviewed for inclusion in the continuing development and refinement of 21^st Century Management [more...]

No enterprise manager today makes actual business decisions

Managers today lack the business context, business management information, and the actual business management experience needed to make decisions on business organization and management. Any actual business decision could never be implemented because the business is not defined or organized.

All managers make enterprise management decisions to change structures laid over the business

Enterprises today use 20^th century management to manage the enterprise with structures laid over the business. Management decides on changes to the organization, business process, information system, or other overlaid structure rather than changing the actual business.

R-pM manages and reports the business to provide the context for business decisions

All business decisions are an informed change to a result produced by the business and the capital utilized as performance solutions to produce results. Business decisions are directly implemented to the business to produce a new result or utilize improved solutions. Business decisions are made, reported, and managed in the business context of performance cost and result value change, performance effectiveness producing result quality, result value-added affecting capital worth, actual achievement against result goals, progress to strategic result value, and other business management information not provided by 20^th century management [more...]

Unsolvable 20^th century management problems are caused by structures laid over the business

20^th century management problems are caused by conflicts between the actual business and enterprise organization and management structures laid over the business. 20^th century management “solves” the problems by laying ever more-complicated structures over the business, and adding more information technology overheads to manage the structures.

Dead-end 20^th century management problems can never be solved by laying new structures over the business

For years and years, many management books and expensive solutions have been sold to “solve” 20^th century management problems by new or improved structures laid over the business. But the “solutions” only compounded the problems. 20^th century management is a dead-end. All 20^th century management problems remain unsolved today. All we have done is to make the enterprise more complicated and created a gigantic IT infrastructure that cannot capture actual business data.

Enterprises are now waking up to the problem and using R-pM to organize the business for 21^st Century Management

There is only one solution to the problems with dead-end 20^th century management. Each enterprise must use R-pM to organize the actual business for integrated 21^st Century Management. The enterprises now using R-pM to organize their business will have continuing competitive advantage over enterprise burdened with 20^th century management, and the advantage will continue even after followers start to use R-pM [more...]

Information is not managed as capital for support and utilization

Today’s enterprise captures information on a multitude of entities that describe structures laid over the business, but captures little information on the few entities that describe the actual business. The many enterprise information systems produce enormous amounts of information. However, little is managed as information capital to be used to operate, improve, and manage the business. Much information is managed by the wrong capabilities, such as management accounting and data management by IT. Most information just adds to the information complexity and overload problems.

The explosion in enterprise information demands new information simplification and management solutions

With emails, internet searches, file transfers, etc information is entering and leaving the enterprise at a high rate and enterprises have no way consolidate information or consistently reference information to the business. Additional structures are laid over the business to reconcile and classify information. Special information systems are needed to locate, extract, reconcile, and report information of use to management. Additional investments are being made in various document, record, report, content, etc management systems to manage information scattered around the enterprise.

This cannot solve the problem. The only way to solve the problem is the simplify and organize the business as a few specific data entities, and professionally manage all data, knowledge, records, and intelligence through reference to these few data entities.

R-pM organizes information capital for delivery and utilization by the business

Result-performance Management organizes the business to capture data and produce other information related directly to the business and to eliminate data collection and information reporting not related to the business. All information in, entering, or leaving the business is referenced to a result, performance solution, or other business entity. Management information is captured and reported on the business for decisions to add, change, or close output results or capital utilized as performance solutions

R-pM organizes information capital for professional support and development

Information capital requires specific capabilities to develop and maintain professionally. All information capital is categorized as business data, human knowledge, facility records, and management intelligence for professional maintenance of information and development of information solutions to produce business and management results [more...]

Few enterprises today organize their business to use Result-performance Management

Today, there are few examples of enterprises or industries that intrinsically employ Result-performance Management (R-pM) to define the output results they must produce, have result goals they strive to exceed, relate their performance to results, develop solutions to add value to results, manage performance uncertainty to reduce result risk, utilize result value-quality chains, differentiate through performance and results, and pay based on results.

Professional golfers employ natural Result-performance Management

Professional golf is one industry that intrinsically employs Result-performance Management. Each professional golfer and those the golfer employs is an enterprise. The golfer separates results from performance, and organizes his business to utilize capital effectively in performance to produce quality results. Like any enterprise, the professional golfer's competitive differentiator is the totality of how well he develops and utilizes his performance solutions to produce value and quality in results.

Learn how to organize and manage your business from the professional golfer

Other industries can learn about organizing the business for 21^st Century Management from professional golf, to develop cost-effective performance to produce value-quality results. If you are a golfer, learn about managing your enterprise business from the way you manage your golf game [more...]

Management Consultants today provide counter-productive management services

20^th century enterprise management consulting helps the client manage the enterprise through overlaid structures, rather than directly managing the enterprise business. With the advent of R-pM, 20^th century management consulting is obsolete. Yet, management consultants today continue to inflict high-costs and unsolvable problems on client enterprises through re-organizations, enterprise strategy, business process, information system, performance management, administration, and other 20^th century management services.

Result-performance Management Consultants help customers manage the actual business

More consultants are licensing as Result-performance Management Consultants, to provide professional 21^st Century Management Consulting Services. R-pM Consultants assist enterprise customers to organize the business for 21^st Century Management and eliminate unsolvable 20^th century problems. All R-pM management consulting services are based on achieving planned and measured result value-added benefits. All consulting services employ the R-pM Management Consulting Model and 21st Century Management conventions and standards.

Prepare for the future demand for 21^st Century Management Consulting

The management consultants, who build capabilities and experience with R-pM, will be well placed when competition forces all enterprises to organize the business for 21^st Century Management [more...]

20^th century management produces waste and inefficiency

20^th century management requires enormous overheads and waste by laying many organization and management structures over the business rather than organizing and managing the business directly. Business, human, and management capital is not developed and managed to be utilized effectively by the business. Management does not have the information or methods for socially-responsible business management.

R-pM organizes the business for socially-responsible 21^st Century Management

Result-performance Management (R-pM) is the future of socially-responsible business management. R-pM organizes and manages the business directly to eliminate wasteful overheads, utilize energy and supplies efficiently, maximize human capabilities, and apply responsible management policies and practices [more...]