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...]

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...]

20^th century management cannot manage investments, development, or returns

20^th century management develops capital as a tangible asset or project outcome. The specific capital items to be developed and the specific business improvements to be made are not defined or managed. So, it is impossible to plan and manage capital development to provide a measured return on investment.

Rule No. 7 of 21^st Century Management: Manage investments to gain a planned result value return

The investment management problem is solved by rule no 7 of 21^st Century Management. All capital investments must manage the results to be produced as well as the capital needed to produce the results. The investment results and capital to be developed in specific performance solutions must be planned to justify the investment, managed in the development project results to implement solutions to create value, and measured in operations know actual added result value-added for the return on investment.

R-pM plans and develops both the results and performance solutions needed in Result-performance Development.

R-pM replaces capital development with Result-performance Development to actually plan and manage investments and development for a measured return on investment [more...]

20^th century management consultants implement unsolvable problems

Consultants today do not help clients solve the unsolvable 20^th century management problems. Typical consulting services lay structures over the business and introduce new unsolvable problems in the need for reorganization, business and information complexity, unknown costs and value, unknown capital worth and returns, overlaid solution and business conflicts, and on and on.

R-pM provides the 21^st Century Management consulting model to organize and manage the business to avoid unsolvable problems

Unsolvable problems occur due to clashes between overlaid structures and the actual business. The problems disappear when the actual business is organized with R-pM to manage one business structure to integrate planning, directing, control, and reporting.

The 21^st Century Management consulting model guides the enterprise and consultants to work together to achieve new business value in result value-quality chains, result-performance costing, strategic value management, result-performance optimization, project result management, human capability management, and other new concepts not possible with 20^th century management.

Opportunities are emerging for R-pM consultants to support 21^st Century Management

21^st century management will ultimately replace obsolete 20^th century management, creating a demand for R-pM management consultants. R-pM consulting sales and delivery are supported by R-pM websites, The R-M Toolkit, and other R-pM promotions. Professional management consultants and firms, who want to provide professional services that provide planned and measured enterprise benefit, will gain significantly by being among the first registered R-pM management consultants [more...]

20^th century management lays many organization and management structures over the business

20^th century management used today starts with an organization structure that is laid over the business, instead of organizing the business. This prevents integrated business organization and management. Additional structures are laid over the business for planning, directing, control, and reporting. Separate operation structures are used for the various functions and activities of the business. Different structures are used for investment planning and capital development. The proliferation of structures creates business and information complexity. Rigid overlaid structures conflict with the actual business causing the wide range of unsolvable 20^th century management problems.

21^st Century Management integrates business organization, management, operations, and development

R-pM organizes the actual business for 21^st Century Management. One business structure defines the current business and another defines the desired strategic business, so that management organization, planning, directing, control, and reporting are focused on the transition from the current to strategic business structure. Business operations are organized by result groups within the business structure to produce specific chains of results. Capital development is organized and managed through sub-sets of the structure for results and performance solutions to be developed. Projects are managed through a project business structure that organizes new results and solutions being developed and the capital assigned to the project as specific performance solutions. R-pM uses the actual business as one structure for all organization and management needs [more...]

All companies today are burdened by the same 20^th century management problems

20^th century management contains significant competitive disadvantages. But, 20^th century management continues today, because all companies are burdened with the same costs and problems. The competitive playing field remains level, because no company organizes and manages the actual business.

21^st Century Management is vastly superior to 20^th century management

But what happens when one company uses R-pM to organize the business for 21^st Century Management, to jettison excess costs, focus on increasing result quality and value-added, quickly develop and implement new performance, quickly introduce new and improved products and services, and reduce prices while increasing revenues. That company will enjoy significant competitive advantage over companies still burdened with unsolvable 20^th century problems.

The future competitive playing field will no longer be level. Where will your company be? Among the leaders employing R-pM for competitive advantage or among the followers, still struggling with unsolvable 20^th century problems and falling further behind [more...]

Existing business processes and systems can by improved significantly

Over the past 15 years corporations and other enterprises have implemented business processes and packaged information systems, like ERP, SCM, MRP, and CRM. These processes and systems provided general improvement, but usually still include extra costs and inefficiencies. Business processes and systems are laid over the actual business, rather than being utilized as a part of the business. Many corporations want to improve their process and system utilization, but lack a fundamentally-sound method.

Use R-pM to define processes and systems as a result value-quality chain

Result-performance Management (R-pM) provides the method by identifying and managing the actual business that lies hidden under the processes and systems. The business is defined by the economic output results produced and the capital, such as business processes and systems, utilized as specific performance solutions to produce specific results. R-pM redefines processes and systems as performance solutions that are utilized in result value-quality chains. R-pM minimizes the performance solutions utilized and maximizes the result produced at each link in the chain, so the corporation can manage value and quality across existing processes and systems.

Process and system performance is improved result by result across the result chain

R-pM makes business processes and systems a part of the actual business, instead of structures laid over the business. Business process and information system processing utilized to produce each result in the result chain is analyzed to integrate the process, eliminate waste, and produce a high value-quality result. Doing this, result by result, defines the actual business and maximizes the benefits from existing processes and systems [more...]

20^th century management organizes and manages the business enterprise and not the enterprise business. An organization structure is laid over the business, preventing the business from being managed. Management structures for strategy, processes, systems, accounts, etc are laid over the business. The overlaid structures are contrived human creations that do not accurately represent the business. The business must change continually, while overlaid structures remain fixed, creating unsolvable problems. Business change management is not change to the business but change to overlaid structures to align them with the actual business.

Result-performance Management (R-pM) organizes the business as one integrated business structure. Data is captured on the actual business and accurate management information is presented in the framework of the current and strategic business. All overlaid structures either are incorporated in the business as performance solutions or are removed along with all the work to maintain the structures. The one integrated business structure changes with every change to the business, and eliminates all 20^th century management problems. [more...]

20^th century management lays a monolithic business process over the business. Results are mixed with performance and defined as "performance" preventing actual business management. The objective is to manage "performance quality", but costs, value, effectiveness, and quality are hidden in the process.

Rule No. 2 of 21^st Century Management is to "Generate profits from a chain of managed value and quality". Result-performance Management (R-pM) replaces business processes with result value-quality chains to organize and manage the actual business to manage performance capacity to produce a result volume, performance effectiveness producing result quality, and performance costs creating result value. Result value-added is the result value less the total result cost. The actual business is managed to generate profits from a chain of managed result value-added. Contrived overlaid business processes are abolished. [more...]