The 20^th Century Corporation has a problem defining value and managing value creation. Value is not organized and managed within the corporation as part of the routine. Methods and formulas are contrived to calculate numbers called "value". Business collaboration for shared value remains an elusive goal.

Result-performance Management (R-pM) organizes the business as results, the economic outputs that contain value, and as performance solutions, the capital consumed to incur the cost of producing the value. Value is an attribute of each result and is determined and utilized as a routine management metric.

R-pM is the only to way to redefine monolithic business processes as manageable result value-quality chains. R-pM enables value-quality chains, value and value-added management, strategic value creation, business collaboration for shared value, and integration with supplier and customer value-quality chains. [more...]

Many enterprises have invested in quality management with TQM, ISO 9000, BPR, etc. But, how many are satisfied that they have the solution needed to manage quality across the enterprise? Many enterprises put a large effort into managing performance quality in their business processes.

Result-performance Management provides the means to know and manage the quality produced by everyone in the enterprise. The only way to manage enterprise quality is to manage the quality of results produced across the enterprise. Quality is an attribute of the result, not performance. Each performance solution utilized must be effective to produce a quality result. The quality in a business process cannot be managed by managing "performance quality". The business process must be replaced by a result quality chain to manage the effectiveness of performance producing each result and the quality of each result along the chain [more...]

R-pM organizes and manages one integrated enterprise business structure. The business structure is comprised of the result structure to organize and relate results to be produced and the performance structure to organize the capital that is deployed to produce specific results.

The key component of the business structure is the result structure that organizes economic outputs to be managed for the volume, value, and quality that lead to revenue, profit, and stakeholder value results. All enterprise management responsibilities are to produce specific results. Strategies are organized by the strategic results to produce in the strategic result structure. A well-managed enterprise must manage the value and quality of all results produced by all capital in the enterprise [more...]

Conventional business performance is a problem. Business performance is defined to include both the performance of the business and the results produced by the business. Business performance and results are mixed together in business processes, performance management, key performance indicators (KPI), and other business performance structures overlaid on the business. Business performance improvement stresses performance, performance quality, and the flow of performance without managing improvement to business results produced by the performance.

Result-performance management organizes the business through separately organized and managed business results and organized and managed business performance solutions utilized to produce specific results in a business result-performance structure. The one integrated business structure is used to manage the business as well, to eliminate business performance problems through 21st century management [more...]

Results have historically been defined as a component of performance, or as economic outputs that reside outside of the enterprise. These definitions prevent the enterprise from managing the result as internal economic output.

Results must be separated from performance and defined as the internal economic outputs produced by enterprise performance. Results then are the basic building blocks of the enterprise, since all that the enterprise does must be focused on producing specific results. Result-performance Management (R-pM) defines and organizes the specific results produced by every human capital solution across the enterprise. This enables the enterprise to manage quality and value and the other attributes of each result [more...]

Many of the ten rules for 21st century management require that the enterprise manage performance costs and result value. The 20th century enterprise and conventional cost accounting and management methods capture "known costs" for various entities and then charge the costs to a contrived center, process, object, or activity and not against the value created. The 20th century enterprise is not organized to determine performance costs and result value.

In order to manage performance costs and result value the enterprise must organize the business for 21st century management. The enterprise cannot know and manage performance costs unless performance solutions are organized and managed. The enterprise cannot know and manage result value unless results are organized and managed. The enterprise cannot know and manage result value-added as a metric to optimize operations and the return on capital development investments, unless performance costs are managed against the result value created. [more...]

Rule 2 for 21^st Century Management is to: Generate revenues from a chain of known value. The rule says to define the results produced and manage each result in the result value-quality chain; starting from input results from the supplier, proceeding through result value added along the enterprise chain, and ending at the final result to the customer. Conventional reengineered business processes do not allow this. The 20th century enterprise must redefine business processes by identifying the results produced across the process and isolating the most cost-effective performance to produce the highest value-quality result. Results are managed as a set to produce the input result to the customer value-quality chain [more...]

The word performance used in business management is defined to include not only the activity of performance, but also the results produced in goods and services and other economic outputs. This definition prevents the performance management structures, key performance indicators, business processes and other structures, we overlay on the business, from managing the results of performance separate from the activity of performance.

The definition conflicts with the definition of business in an enterprise as "the activity of providing goods and services", so we overlay organization and other structures on the business, rather than organizing and managing the business [more...]