The current financial crisis shows the need for actual best business management practices

After every corporate financial, management, or governance crisis or scandal the call arises for best business management practices. However, nobody knows what real best business management practices are, since no one has any experience in actually organizing and managing a business. The practices installed are never actual best business management practices, but are a collections of rules and regulations or methods to better manage structures that hide the business and prevent actual business management.

20^th century best practices are the best of bad business practices

20^th century best business practices are a collection of organization, process, system, and administration structures laid over the business for a particular purpose, which have proven effective elsewhere. All 20^th century best business practices are bad business practices, because they add to enterprise overheads and costs, and do not help the enterprise to operate or manage the actual business.

R-pM provides the business definitions and structure for good best practices

Result-performance Management (R-pM) instills best practices across the business for 21^st Century Management. R-pM manages the business by managing the capacity, investment, qualifications, reliability, return, and worth of capital solutions; utilization, cost, effectiveness, uncertainty, and value-added of each capital solution in guided performance; and the volume, total cost, quality, risk, value, and value-added of each result produced. The set of solutions deployed and utilized to produce a result is defined as a capital module. The capital module that produces the best value-quality result can be defined as a best practice. All best practices are then built into the business structure to operate and manage the actual business.

The only way to prevent future corporate financial, management, and governance problems is to use R-pM to organize and manage the businesses. Governments that want to improve local business competitiveness significantly and prevent future crises, must investigate R-pM. [more...]

Government executives must manage a business the same as corporate executives

R-pM defines the business as “investments in capital as solutions of worth utilized for costs and effectiveness of performance to produce value and quality in results”. This includes governments at all levels and all agencies, departments, commissions, enterprises, and other forms of business. The president or vice president are executives not legislators. Most recent presidents have had governor experience before becoming president. When evaluating a candidates experience the criterion should not be years of government experience, but particular executive experience or credentials that indicate actual capability to carry out presidential responsibilities and accomplish campaign promises.

Both political parties promise change and state that they have the experience to carry out change

Experience in initiating and managing beneficial change in a business is rare. For the vast majority, experience is an obstacle to change, since they base future methods and decisions on past experience. A manager advocating change should have experience in initiating and managing change.

Governor Sarah Palin is the first candidate in memory to run on the capability to initiate and manage change

It is easy to talk change, but very difficult to effect change. Governor Palin’s nomination is being criticized for a lack of experience. But, among the candidates, she has the most experience in actually managing business change. Governor Palin is not running on years of “experience”, but on specific accomplishments as an executive in effecting change. [more...]

There is no framework today to guide the development, implementation, and utilization of packaged solutions

Packaged solution providers have never had a consistent framework to design solutions that any enterprise business can employ. This has required that packaged solutions be very problem, function, or industry specific.

The only valid framework for packaged business and management solutions is the business itself

The framework needed to develop consistently-defined capital solutions exists, but it has never been used. That framework is the business.

R-pM organizes the three components that define the enterprise business in results required, capital solutions invested in the business, and the performance of specific solutions that produce specific results. Packaged solutions fit into the business organization and are utilized as part of the business to incur costs and create value in specific results.

R-pM provides consistent support for solution developers, implementation consultants, and solution users

The R-pM Toolkit provides the needed guidance for both the packaged solution developer and the solution user to ensure that solutions seamlessly fit into the enterprise business structure and can be utilized to produce the intended results.The Toolkit includes 21^st Century Management conventions, definitions, and standards that are followed so that any business reduce costs and improve the value and quality of results by using common packaged solutions and services. [more...]

R-pM is the only way to organize and manage a corporate business

As you see from the articles in 21^st Century Management magazine, Result-performance Management (R-pM) is the only way to organize the actual business into one structure for 21^st Century Management. Unsolvable 20^th century management problems, propagated by management consultants today, are becoming better known. R-pM is the only way for professional management consultants to stop supporting obsolete 20^th century management and begin to support growing 21^st Century Management.

R-pM use and the demand for R-pM management support is growing

R-pM has now been launched and is growing in popularity. Many enterprises are downloading the R-pM Toolkit to learn R-pM and to begin to organize and manage their actual business. R-pM is supported by the R-pM Management Consulting Model to assist consultants and corporations to work together to organize and manage the actual corporate business. The benefits of R-pM are becoming well-known and corporations and other enterprises are looking for professional management consultant support. This provides an opportunity for management consultants to join R-pM and become a licensed R-pM Management Consultant.

R-pM Consultants are supported for marketing and service delivery

R-pM provides many advantages to the R-pM Consultant:

• R-pM for simplified and correct business organization and management
• 21^st Century Management conventions and standards to guide services
• R-pM to plan and manage measured benefits in capital investments and applications
• R-pM Consulting Model to guide the enterprise-consultant partnership
• R-pM for effective and beneficial consulting project management
• R-pM Toolkit for effective project execution and enterprise learning and guidance
• R-pM Websites for learning, support, and R-pM Consultant Directory Listings
• R-pM support for consultant marketing, networking, sales, and service delivery
• The growing demand for R-pM Consulting as enterprises benefit from R-pM

These advantages will become more-significant as R-pM increases in popularity. This is the chance for management consultants to join the R-pM Community and take advantage of the growth of R-pM. [more...]

Many managers are interested in R-pM, but are concerned about the authenticity of R-pM

People ask how R-pM originated. Some people are concerned about the authenticity and viability of R-pM.

20^th century management problems were encountered and the need for R-pM was conceived piece by piece over 30 years, on business organization, management improvement, and system development projects with such firms as Booz Allen and Hamilton, Multinational Management, Price Waterhouse, A.T. Kearney, and Arthur D. Little.

R-pM was originally developed as aids to capital solution development and management improvement projects

R-pM first evolved as an aid to business and information systems design and later to manage business change projects, both the project and the changes to the business as the results of the project. It became clear that the only solution to business organization and management problems was to organize and manage the business. Contrived organization and management structures laid over the business had to be eliminated.

Formal development of Result-performance Management began in 2002

After retiring from active consulting, work began in 2002, to develop and document Result-performance Management (R-pM) as the one structure to organize and manage the business. The R-pM Toolkit is now available, and continues to be developed as R-pM evolves. R-pM is now launched for use in business change applications and for use in forward-looking enterprises that want to learn their actual business, and then organize and manage the business for breakthrough cost reductions and competitive advantages. [more...]

Business change is a mystery because the business is not managed

Business change is a mystery in 20^th century management today with “intangible assets”, “unknown costs”, unmanaged value, and “ad-hoc projects”. In order to manage change to the business, the enterprise must first organize and manage the business to manage all capital solutions utilized in performance to produce specific results.

"Business change" does not change the business, but changes structures laid over the business

20^th century "business change" changes organization, business process, information system, account, and performance management structures laid over the business. The actual business lies buried under the structures and changes continually with each result or capital solution change. "Business change" is periodic to align overlaid structures with the business and to lay new structures over the business.

R-pM directly changes an organized business as part of the daily routine

Result-performance Management (R-pM) organizes the business to take the mystery out of business change. R-pM manages the results and capital solutions that change day to day to continually reorganize the business. Business change projects use R-pM to implement specific new capital solutions to add value to specific results, provide effective project management, set operational responsibilities for results against goals and solution performance against expectations, measure the return on change investments, manage costs arising from change, manage solution and business worth, and enable beneficial business change management consulting services. [more...]

20^th century management problems can never be solved by conventional thinking

Unsolvable problems of 20^th century management with reorganization, alignment, costs, value, worth, investments, returns, intangible assets, complexity, etc are well known. Solutions are prevented by conventional thinking that allows only incremental improvements in the way that things have always be done and prevents the breakthrough needed to find a new way to do things to actually solve the problem.

Conventional thinking limits the worth of individual human capital

People need to go beyond conventional thinking to gain new capabilities and knowledge to increase their worth by producing higher value results. But conventional thinking prevents this, because the enterprise has never managed human personnel, capabilities, and knowledge as capital, never developed human capabilities as solutions to produce results, never managed result value created, and never managed the worth of human capital.

All the enterprise needs to do is to organize the business for a base of new conventional thinking in the 21^st Century

But the enterprise cannot organize the business, the activity of providing goods and services, because it is not the way things have always been done. High-worth human capital must go beyond conventional thinking to support R-pM and gain the advantaged of managing human capital worth with R-pM. If you can go beyond conventional thinking and increase your own human capital worth look at using Result-performance Management to organize the activity of providing goods and services for 21^st century management, and provide a new base for conventional thinking in the 21^st century. [more...]

"Business Transformation" has never organized or transformed the business

"Business Transformation" brings shudders to many managers, who went through Business Process Re-engineering (BPR) and Enterprise Resource Planning (ERP) only to find that they spent a lot of money for different problems and limited benefits.

The problem was that "business transformation" did not transform the business. Transformation changed enterprise organization and management structures laid over the business. The enterprise business, the activity of providing goods and services, still was not organized or managed before or after the "business transformation".

The one "business transformation" is the transformation from enterprise management to actual business management

Enterprises need only one real business transformation to organize and manage the business with Result-performance Management (R-pM). Once the business is organized and managed through one business structure, there is never a need for business transformation, since the business organization changes naturally with business change. [more...]

It is impossible to manage capital development properly today with 20^th century management

20^th century management used today does not provide a framework for proper capital development. Capital development develops capital as specific tangible and intangible performance solutions that must be utilized by the business. Capital development incurs the costs of development. But capital is not defined and managed as a set of performance solutions available to the business. Developed capital is utilized in business performance to produce output results of value. Result development provides the benefits of development and the value-added that provides the return on investment. But results are not defined and managed as a set to be produced by the business. Therefore, 20^th century management manages capital development to develop certain known capital as an exercise separate from the business.

Result-performance Management (R-pM) organizes the business to enable result-performance development

Result-performance Management organizes the business in results that must be produced for business success, capital that must be invested in the business to produce results, and performance in the utilization of specific capital as performance solutions to produce specific results. Once the business is managed, it is straight forward to identify new results required to improve and expand the business. Once the business is managed, it is also straight forward to identify the tangible and intangible capital needed to produce the results. New result development and new performance solution development is planned and managed as part of the business [more...]

Redefining BPM: Why Results and Performance Must Be Separated

BPM Business Performance Management magazine is the authority on new developments in business management. The lead article in the June 2008 issue of BPM magazine explains the new breakthrough to R-pM to organize the actual business for 21^st century management to replace all 20^th century management structures laid over the business like business performance management and business processes. R-pM is the only way to organizes and manage the actual business to clear away the 20^th century organization structure and need to lay 20^th century management structures over the business.

Learn more about R-pM in BPM Magazine

Learn more by reading the article by Harry Greene, the developer of R-pM, "Redefining BPM: Why Results and Performance Must Be Separated". The article can be reviewed and printed at the BPM management magazine website bpmmag.net [more...]