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...]

Management rarely fills the proper role in conventional business change. The change is up to consultants and the administrative department. Management will often resist using new enterprise structures and continue to manage the business in his own way. This is possible, because conventional business change is not change to the business, but change to enterprise structures overlaid on the business.

Result-performance Management is the final business change to organize the business, so that all future business change is part of the enterprise routine. Enterprise management must take the lead and participate in the change to R-pM, since the fundamental performance utilized and results produced by the business are being organized and managed. R-pM becomes the daily routine of managers at all levels and all overlaid enterprise management structures are removed. R-pM simplifies the business to six consistently defined information entities to remove information complexity and enable 21st century management.
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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...]