Alignment is an unsolvable 20^th century management problem

All enterprises have alignment problems in aligning management strategy with actual operations, operations with the actual business, outsourced solutions with internal solutions, intangible assets with tangible assets, capital investments with the business, account charts with the business, management decisions with business change, and on and on. The problem is the attempt to align capital utilized in performance with other capital utilized in performance.

Performance is aligned with poorly-defined performance, since the business is not organized

Performance is defined to include not only the utilization of capital in the execution of actions but also the results accomplished. This makes it difficult to organize and manage the business as capital solutions of worth utilized in performance to produce value in results. The three components of the business in results needed for success, capital investments to provide solutions, and performance in the utilization of solutions to produce results are confused as performance. 20^th century management has never defined results needed for business success as a set or capital utilized in performance as set of solutions. Therefore, there are no defined results to align capital utilized in performance against.

R-pM separates results and capital from performance to organize the actual business and align solutions with results

R-pM organizes the business as a structure of results produced, capital solutions available, and specific solutions utilized in performance to produce a result. Solutions utilized in performance to produce the same result are defined, aligned, integrated, and utilized to incur performance costs that can be totaled to the total performance cost to produce a volume of the result of determined value to create result value-added. [more...]

R-pM organizes business results, capital, and performance in one business structure

Result-performance Management (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, the capital structure to organize the capital that is available to produce specific results, and the performance structure that shows specific performance solutions deployed with rules and exceptions to produce specific results.

The capital structure organizes capital available as performance solutions

A key component of the business structure is the capital structure that organizes enterprise capital as specific performance solutions that are available to produce specific results. Capital is categorized to be managed properly by the specific human capabilities needed. Capital is classified by the way it must be integrated and utilized to produce results effectively. Organized capital is defined as modules for easy deployment to a new result and replication to define capital needed for a similar result set.

Performance Management manages the deployment of qualified solutions to produce results

R-pM replaces administration, undefined capital, and intangible assets with Capital Management get the most out of all capital and know and manage the return on all capital investments. Performance Management manages the deployment of capital from the capital structure to the performance structure to provide qualified solutions needed to produce specific results effectively, to know all costs against result value, to manage the capacity producing a volume of results, and to manage the effectiveness needed for high-quality results.

A well-managed enterprise must manage the cost, capacity, and effectiveness of all capital in order to produce value-quality results. The enterprise can use R-pM to reduce costs significantly, know and improve capital worth, and ensure beneficial capital development investments [more...]

Enterprises today are organized and managed using many structures

Throughout the 20^th century, we have implemented organization, process, account, performance management, and other structures. These many structures, and the different entities used, produce business and information complexity and many other problems. There has long been recognition of the problems. Many books have been written and additional management structures have been devised, but the problems remain.

Enterprises and management developers have been looking for one integrating structure

There are many efforts to replace these structures with one simple and consistently-defined structure for business collaboration, reliable management information, use of common solutions, and other needs. Until now, no one has defined the one integrated structure that can be used to organize and manage any enterprise in any industry. Each new structure is laid over existing structures compounding the problems.

The one integrating structure exists; it is the business itself

There is one structure. It has been there all along! That structure is the business itself!

The enterprise business is defined as “the utilization of capital of worth in performance to incur costs and produce value in results”. The business consists of three components:

• Business results produced as economic outputs of value from the business
• Capital in the specific performance solutions invested in the business
• Performance in the utilization of performance solutions to produce results

These components of the business are organized into the current and strategic business structures that replace all structures laid over the business for transparent management of strategic result value creation.

R-pM provides the only method to organize and manage the actual business

Today's unsolvable business problems are caused by conflicts between the actual business and structures laid over the business. Result-performance Management (R-pM) organizes the business, as current and strategic structures, for 21^st century management. R-pM replaces all overlaid structures with the appropriate business structure and leaves unsolvable 20^th century problems behind [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...]

Information systems gather corporate data that is irrelevant to the business

20^th century information systems do not capture business data or provide the information needed to manage the actual business. 20^th century information systems manage organization and management structures laid over the business. Management structures are arbitrary and define inconsistent data entities. Data on hundreds entities must be recorded throughout the corporation, and then processed and managed creating information complexity and providing mountains of confusing information.

R-pM organizes the business to capture actual business data

The objective of 21^st century management is to organize and manage the business of the corporation. Result-performance Management (R-pM) directly organizes and manages the business to record actual business data and report business management information that is not available today. Timely integrated information solutions are delivered to produce specific business and management results. The business is defined by three information entities and managed through six information sets.

Business management information is used to manage the business directly

R-pM provides actual business management information on the worth and return of capital investments, utilization of capital in performance to incur costs and produce results, and results of value produced by the business. Once actual business information is provided, corporate information provided by overlaid 20^th century structures becomes irrelevant and can be abolished. 21^st century management can then concentrate on managing the business [more...]

Enterprises continue to waste funds on dead-end 20^th century management investments

20^th century management investments have created the maze of organization and management structures laid over the business that cause today’s unsolvable problems with alignment, change management, unknown costs and value, unknown capital worth and investment returns, business and information complexity, business collaboration, and on and on. New 20^th century management investments in reorganizations, enterprise information systems, process and performance improvements, IT architectures, etc are dead-ends that add to unsolvable problems.

R-pM requires a small alternative investment to organize the business for 21^st Century Management

By comparison, R-pM is a small investment to organize and utilize existing capital to produce results along result value-quality chains and across the business. The big change with R-pM is the change in thinking to understand and manage the actual business. R-pM normally can utilize existing information systems to manage the business and can redefine existing processes and systems as solutions to produce specific results. Once the business is organized all tangible and intangible capital invested in the business is organized as performance solutions of worth to be utilized in performance to incur costs and produce value in results. All structures laid over the business are replaced by R-pM to focus on actual business data collection and provision of information and other performance solutions needed for actual business management.

All future investments are limited to specific performance solutions needed to produce value in specific results

R-pM provides the only way to plan and develop capital for a planned and measured return on investment. Capital is managed to minimize investments to those essential to the actual business. Future investments are in performance solutions needed to produce specific new or improved results. The development costs are captured and amortized against results produced and return on investment in added result value-added is captured against the performance solution. This is guided by The R-pM Toolkit, your 21^st Century Management Manual [more...]

Information Technology is a high-cost corporate overhead today

The typical corporation spends enormous sums on Information Technology and has many complex enterprise information systems, but still does not have an information system to manage the actual business, The corporation has much capital administered as IT instead of being managed for corporate benefit, and has much information administered as technology instead of being managed to provide information solutions for business and management results.

R-pM reduces enterprise information systems to essential business processing and management

Result-performance Management (R-pM) uses IT to manage the actual business as one simplified Result-performance Management System. R-pM manages system processing routines or simplified application programs as performance solutions integrated with the business process, where needed, to produce a specific result. R-pM eliminates other overlaid 20^th century information systems, duplicated and irrelevant information, and the need for a large IT overhead. R-pM organizes all capital, including IT, for capital management to produce results.

R-pM manages data, knowledge, records, and intelligence as information capital

R-pM manages all information as capital to produce data, knowledge, record, and intelligence solutions needed to produce specific business results. All information in the enterprise references a business data entity as part of one integrated Business Information Base. Information technology capital, support, and capabilities are integrated as part of normal 21^st century business capital management, replacing the IT organization and eliminating excessive IT costs [more...]

The business enterprise can be managed or the enterprise business can be managed

20^th century management utilized by enterprises today organizes and manages the business enterprise by laying organization and management structures over the business. The enterprise business is not organized and business management information is not provided for business management.

The alternative is R-pM to organize the actual enterprise business for 21^st Century Management. One simplified business structure is used for current and strategic organization and management. Actual business data is captured and actual business information is used for management.

20^th century management is a dead-end that can never solve existing or future management problems

The structures laid over the business conflict with the business creating unsolvable problems with reorganizations, change management, business alignment, unknown costs and value, unknown worth and investment returns, and on and on. The problems are compounded by the expanding use of information technology to manage overlaid structures rather than the business. New IT architectures and resources are added, but can never solve the problems and just add unsolvable problems.

The only future alternative is R-pM to organize the business for 21^st Century Management

R-pM organizes and manages the actual current and strategic business. One set of business data entities are managed and reported. All information in the business is referenced to the business in one Business Information Base. Current systems are organized as business solutions, as appropriate, and unneeded systems and structures are abolished. The business is organized to leverage IT for direct business management, flexible change, and rapid growth. The business is no longer burdened by unsolvable problems and customer value and quality is managed directly [more...]

All capital development is result-capital development to develop solutions to produce results

All capital development develops capital as performance solutions to be utilized to create additional value in output results produced by the business. The additional value of output results provides the return on the capital development investment. If the performance solutions utilized and the results produced by the business are not managed, capital development cannot be managed properly and the return on investment cannot be measured. Therefore, capital development must be planned and managed as result-capital development.

20^th century management does not organize or manage results or performance

20^th century management does not manage the business. Specific results produced and performance solutions utilized are not defined and managed as sets. Added result value cannot be managed to provide benefits and specific performance solutions developed cannot be managed to know costs. Capital development is a separate exercise to develop performance or tangible assets to produce some estimated return on investment.

R-pM manages result-capital development as part of the business for measured and managed return

The answer for all future result-capital development is Result-performance Management (R-pM) to organize the business for 21^st Century Management. R-pM manages performance solutions utilized and the business results produced to plan and manage the value added to results. R-pM manages new performance solution development to produce new or improved results. R-pM manages each result-capital development project as part of the business with its own project business structure. R-pM manages implemented solution development and operating costs and the additional value-added to results to measure the actual return on investments. R-pM is the essential approach for any new result-capital development. It is all described in The R-pM Toolkit, your 21^st Century Management Manual [more...]

How to ensure you gain the benefits of 21^st Century Management

20^th century management causes many unsolvable problem like unknown business costs, value, worth, and investment returns that are easily left behind by using Result-performance Management (R-pM) for 21^st Century Management. Any responsibly-managed business must investigate totally new R-pM to organize the business into one business structure for integrated 21^st Century Management and significant competitive advantage.

Follow the ten rules for 21^st Century Management

Ten rules are provided as a guide to organize and manage results and performance as one integrated business structure to ensure effective 21^st Century Management. Each rule provides new approaches and advantages never possible before with 20^th century management. These ten rules are supported by the R-pm Toolkit. Become an R-pM Community member and download the R-pM Toolkit at result-performance-management.com and then organize your business to follow the ten rules for 21^st Century Managemen [more...]