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...]

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...]

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...]

"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...]

20^th century business change does not change the business

20^th century "business change" cannot change the actual business, because the business is not organized or managed. 20^th century business change is change to contrived organization and management structures laid over the business. Contrived structures conflict with the actual business creating unsolvable problems that can never be solved by new or improved 20^th century structures. So, 20^th century business change propagates unsolvable problems. Any benefit from change is from incidental improvements made rather than managed project benefits.

R-pM provides an alternative to dead-end 20^th century management

Result-performance Management (R-pM) provides a new 21^st century alternative to 20^th century business change. R-pM organizes and manage the actual business in capital available to the business, output results expected from the business, and performance to utilize capital as performance solutions to produce results. Now, with R-pM, enterprises no longer need to continue costly 20^th century business change. Enterprises can gain real competitive advantage through actual business change with R-pM. Any business change project can be redefined to organize and manage the actual business and put the enterprise on the road to complete 21^st Century Management.

R-pM manages business change projects to change and manage the actual business

R-pM can be used for a business change application as a means of introducing R-pM to the enterprise. R-pM can be used to analyze the change, organize the part of the business involved, and manage the change project. R-pM applications are supported by the R-pM Toolkit, your 21^st Century Management Manual. Eventually, R-pM can be used to organize the complete enterprise business for 21^st Century Management, and completely eliminate unsolvable 20^th century management problems [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 cannot manage investments, development, or returns

20^th century management develops capital as a tangible asset or project outcome. The specific capital items to be developed and the specific business improvements to be made are not defined or managed. So, it is impossible to plan and manage capital development to provide a measured return on investment.

Rule No. 7 of 21^st Century Management: Manage investments to gain a planned result value return

The investment management problem is solved by rule no 7 of 21^st Century Management. All capital investments must manage the results to be produced as well as the capital needed to produce the results. The investment results and capital to be developed in specific performance solutions must be planned to justify the investment, managed in the development project results to implement solutions to create value, and measured in operations know actual added result value-added for the return on investment.

R-pM plans and develops both the results and performance solutions needed in Result-performance Development.

R-pM replaces capital development with Result-performance Development to actually plan and manage investments and development for a measured return on investment [more...]

20^th century management consultants implement unsolvable problems

Consultants today do not help clients solve the unsolvable 20^th century management problems. Typical consulting services lay structures over the business and introduce new unsolvable problems in the need for reorganization, business and information complexity, unknown costs and value, unknown capital worth and returns, overlaid solution and business conflicts, and on and on.

R-pM provides the 21^st Century Management consulting model to organize and manage the business to avoid unsolvable problems

Unsolvable problems occur due to clashes between overlaid structures and the actual business. The problems disappear when the actual business is organized with R-pM to manage one business structure to integrate planning, directing, control, and reporting.

The 21^st Century Management consulting model guides the enterprise and consultants to work together to achieve new business value in result value-quality chains, result-performance costing, strategic value management, result-performance optimization, project result management, human capability management, and other new concepts not possible with 20^th century management.

Opportunities are emerging for R-pM consultants to support 21^st Century Management

21^st century management will ultimately replace obsolete 20^th century management, creating a demand for R-pM management consultants. R-pM consulting sales and delivery are supported by R-pM websites, The R-M Toolkit, and other R-pM promotions. Professional management consultants and firms, who want to provide professional services that provide planned and measured enterprise benefit, will gain significantly by being among the first registered R-pM management consultants [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...]