Business owners and investors are the big losers from the financial crisis

Corporate management may have lost out on some big bonuses and property owners may have to wait for the worth of their properties to recover. But, the business owners and shareholders have lost on their investments due to the continuing failures of obsolete 20^th century management. They have invested in corporations and institutions that are unable to manage their business in the costs and planned worth of investments, the cost and effectiveness of specific capital solutions utilized in performance, the value and quality of results produced from performance, and the historic return and future solution worth from the value added to results. These failures cause the continuing cycle of corporate management problems.

Business owners and investors face growing risks from poor management

Corporate executives are burdened by lifetimes of misleading management teachings and experience and have no real incentive to change. The incentive and responsibility for change lies with the business owners, shareholders, and board representatives, who must demand change to 21^st Century Management with R-pM. The risk of no change is twofold 1) in continued poor corporate management and another cycle of problems, and 2) the significant advantages to competitors now organizing their businesses with R-pM.

R-pM gives enormous competitive advantage for minimal investment and risk

R-pM is mainly a change in thinking, which requires time to take hold. The existing business is gradually redefined into result value-quality chains and one integrated business structure. Obsolete structures laid over the business and unsolvable 20^th century management problems are gradually abolished.

As the enterprise learns R-pM, implementation accelerates and the competitive advantage of R-pM increases until the complete business is organized for 21^st Century Management.

Business owners and investors must lead the drive to use R-pM

Business owner and investors gain the most by being among the first to use R-pM, and lose the most to competitors using R-pM. They must ensure that their enterprise is not burdened by unsolvable problems and high cost overlaid structures, while competitors use R-pM to take away markets and profit [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...]

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...]

20^th century management problems can never be solved by conventional thinking

Unsolvable problems of 20^th century management with reorganization, alignment, costs, value, worth, investments, returns, intangible assets, complexity, etc are well known. Solutions are prevented by conventional thinking that allows only incremental improvements in the way that things have always be done and prevents the breakthrough needed to find a new way to do things to actually solve the problem.

Conventional thinking limits the worth of individual human capital

People need to go beyond conventional thinking to gain new capabilities and knowledge to increase their worth by producing higher value results. But conventional thinking prevents this, because the enterprise has never managed human personnel, capabilities, and knowledge as capital, never developed human capabilities as solutions to produce results, never managed result value created, and never managed the worth of human capital.

All the enterprise needs to do is to organize the business for a base of new conventional thinking in the 21^st Century

But the enterprise cannot organize the business, the activity of providing goods and services, because it is not the way things have always been done. High-worth human capital must go beyond conventional thinking to support R-pM and gain the advantaged of managing human capital worth with R-pM. If you can go beyond conventional thinking and increase your own human capital worth look at using Result-performance Management to organize the activity of providing goods and services for 21^st century management, and provide a new base for conventional thinking in the 21^st century. [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...]

Leaders tend to be satisfied with the methods that got them leadership

Current industry or competitive leaders likely are satisfied with 20^th century management that brought them to a leadership position. It is the followers, who have the most to gain by using a new breakthrough to overtake the leaders. R-pM enables the followers, be it a country, corporation, or business association to become a leader.

R-pM enables the capable follower to overtake the complacent leader

The first to implement R-pM will implement R-pM because they want to and will instill 21^st century management throughout the business. They become the leader and gain an unassailable business advantage that continues to grow over time. The followers will have to implement R-pM as well. But, they will implement R-pM because they have to. The followers, who use R-pM because they have to, will continue to fall behind the leaders, who use R-pM because they want to.

R-pM is a breakthrough to manage the business and a one-time opportunity to gain significant advantage

R-pM is a breakthrough for 21^st century management to abolish the enormous overheads, costs, and inefficiency of 20^th century management. R-pM provides an one-time opportunity for followers to become leaders. If you are a follower, as an enterprise, group, or nation, research R-pM to learn how to leap over the competition and become a leader [more...]

Today, we organize and manage the enterprise not the business

An organized business reorganizes with each business change. There is never a need for an organization study. The generally-accepted definition of the enterprise business is the activity of providing goods and services.

20^th century methods of business organization and management do not organize and manage the activity of providing goods and services. An enterprise organization structure is laid over the business, immediately creating the unsolvable re-organization problem.

20^th century management used today is a dead-end

Since the business is not organized, the business cannot be managed. Additional enterprise management structures are contrived for the strategy, plans, business processes, accounts, systems, development, reporting, etc. The many structures create business complexity, and each structure defines the enterprise through its own entities, creating enormous information complexity.

There are unlimited ways to contrive enterprise organization and management structures. The overlaid structures conflict with the actual business creating the unsolvable 20^th century business organization and management problems.

R-pM is a new breakthrough to organize and manage the actual business

There is a need for a new breakthrough to eliminate 20^th century problems by actually organizing the business and using the business itself as one integrated structure for 21^st century management. There is only one way to organize and manage the business, Result-performance Management (R-pM) [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...]

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...]

R-pM organizes human capital as part of the business

Human capital can benefit from R-pM by understanding R-pM conceptually to increase personal productivity and worth to the 20^th century enterprise, by understanding themselves as human capital to know how to increase their capital worth, and by leveraging human capital capabilities in the organized and managed business with R-pM.

R-pM manages human capital worth against performance expectations and result value-added produced

The 20^th century enterprise organization structure places human capital into positions, jobs, functions, etc. Human capital justify their cost by the time spent in their place in the organization structure. R-pM replaces the enterprise organization structure with the business result-performance structure. R-pM provides a different perspective of human capital as specific human personnel, capability, or knowledge performance solutions deployed to meet performance expectations and produce specific results. R-pM assesses the worth of all capital on performance expectations met and the contribution to result value-added.

R-pM enables humans to improve capabilities, meet increased expectations, produce higher-value results, increase capital worth, and justify higher performance costs

R-pM benefits those who want to increase their reward by increasing result value produced to justify increase in human capital costs incurred by the enterprise. This is supported by Rule no. 8 of the 10 rules of 21^st century management; to manage human personnel, capability, and knowledge capital to increase human worth. R-pM provides one integrated organization and management structure so that humans understand the roles and responsibilities for results they produce, the other solutions they use, and the relationships to other enterprise results. Humans have opportunities and a framework to develop new capabilities and knowledge to produce higher-value results, meet increasing expectations, and increase human capital worth. For human personnel capital, human capital worth must justify human personnel costs and cost increases [more...]