20^th century management uses many different structures for planning and management

20^th century management does not plan or manage the business. Various planning and management structures are laid over the business. Various strategy documents, corporate plans, budget structures, etc. plan the corporation in different ways. But, no corporation plans the actual business to show the specific result values to produce month by month to create the strategic value in the future business results.

20^th century management cannot support good corporate governance

20^th century management governs the corporation through rules and regulations because the business is not organized and cannot be planned and managed to create strategic value. Regulatory requirements continue to add overheads to the corporation make 20th century management even more difficult.

R-pM organizes, plans, manages, controls, and governs the actual business

R-pM replaces all 20^th century management structures laid over the business with one business structure used for all organization, planning, directing, control, and reporting. A strategic business structure sets the strategic result value to be created and the capital investments needed. Transparent business management and corporate governance manage the transition of the current business to the strategic business. 21^st Century Management conventions, definitions, and standards provide benchmarks and guidance for business results and performance and good governance [more...]

Today's definition of the enterprise business is "the activity of providing goods and services". But, we cannot organize or manage the business because today's definition of performance defines both the activity of providing and the goods and serviced provided as performance.

As shown in the article of December 13, 2007, the R-pM definition of the business is "the utilization of capital as performance solutions to produce value in specific results". Therefore, results must be separated from performance. Two components of the business must be organized the performance solutions utilized in "the activity of providing" and the results produced in "the goods and services provided". Only then can we capture actual business data of the cost and effectiveness of performance and the value and quality of results to report to management on cost-effective performance producing value-quality results. [more...]

We all have our personal business in the things we accomplish in life, and may work for a business enterprise. But, what is the definition of the business, be it our personal business or the enterprise business?

In our personal business we naturally utilize our time, capability, knowledge, cash, tools, outsourced services, a process, etc to produce a result, such as prepared dinner, arrived at destination, cleaned suit, repaired house, completed report, purchased product, enjoyed night out, etc. The value of the result we produce must exceed the cost of producing the result, in order for us to be happy with the result.

The enterprise business is the same. The enterprise business utilizes capital in performance solutions, such as human time and capabilities, cash and supplies, equipment, a process or system, etc to produce economic output results, such as a product produced, a service delivered, payment received, a completed report, etc. This is reflected in the common definition of the enterprise business as “the activity of providing goods and services”. This enterprise business definition can be reworded as “the utilization of capital in performance to produce value in results”. Therefore, in order to organize and manage the business, we must organize and manage the utilization of capital in performance to produce value in results. [more...]

Today's business enterprise uses a myriad of management structures and information systems creating enormous information complexity. Each structure and system defines its own set of data entities and reports separate information. Enterprise management information systems attempt to reconcile data and integrate information into meaningful reports for management. But, no system today captures actual business data and no management information system reports actual business management information.

Result-performance Management (R-pM) organizes the business for 21^st Century Management. The one integrated business structure is used for a comprehensive and consistent Result-performance Management System to capture data on the utilization of capital in performance solutions to produce economic outputs in business results. Data is captured on performance capacity, cost, and effectiveness and the volume, value, and quality of results produced. Strategic results and the solutions needed are maintained in the strategic business structure with plans for time periods and updated strategic estimates. Complete and comprehensive management information is reported on the actual business for effective 21^st Century Management and good corporate governance. [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...]

The 20^th century definition of performance used in business management defines not only the activity of performance but also the output results produced as performance.

The impact of this definition is that the actions of performance and the results produced by performance are mixed together in business performance management methods. The definition of performance prevents the 20^th century enterprise from organizing the business. Organization structures are laid over the business and require periodic reorganizations to align with the business.

The generally accepted definition of business is "the activity of providing goods and services". The definition shows that the business has two components:

1. "The activity of providing", which is performance in the utilization of human and other capital, such as equipment, supplies, processes, and tactics
2. "The goods and services provided", which are the outputs or results produced from performance that can be counted and measured

The definition of business shows that results must be separated from performance in order to organize directly the only two entities that describe the business:

1. The performance solutions that provide the capital utilized by the business to incur costs and produce the results
2. The results produced as economic outputs to create value from the business

R-pM organizes results produced and performance that produces results into one integrated business structure to gain advantages not possible with 20^th century organization structures laid over the business that prevent actual business management. [more...]

20^th century management manages the enterprise by laying organization and management structures over the business. We are familiar with the organization structure that is reorganized periodically, and management structures in the business processes, information systems, accounting entries, and reporting methods used every day. These structures record a multitude of data entities and can report mountains of information, but do not record actual business data or report actual business management information.

21^st century management organizes and manages the enterprise business as one integrated business structure. Business is "the utilization of capital in performance to produce value in results", so 21^st century management manages two entities, performance capital utilized and results produced, to organize and manage the business. Result-performance Management (R-pM) is the conventional method for 21^st century business organization and management. Your 21^st Century Management Manual is contained in the R-pM Toolkit, the continually expanding guide to 21^st 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...]

Result-performance Management manages the business in three dimensions:

• Result: Manage each economic output as a result to reach goals
• Performance: Manage each performance solution provided to meet expectations
• Management: Manage results against goals and performance against expectations for each time period

The three dimensions of management ensure complete planning, measurement, reporting, and governance of results and performance in development for managed investments and in operations to return capital investments and create strategic value.
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