Results are an essential part of the enterprise business
All enterprises perform to produce results. Results are all the outputs or accomplishments from performance. Results contain the counted or measured volume, the value created, and the quality created from performance. Results are produced to create strategic value. The result is the proper entity to absorb performance costs generated from the consumption and utilization of capital solutions. Result value less the total performance costs for all capital solutions utilized is the result value-added that is managed to be positive. Final customer results are produced by a chain of results starting from input results received from suppliers. Final project results are produced by a chain of results produced within the project business utilizing capital solutions deployed within the project business. Results have common attributes, relationships, and levels and must be managed as a set for all results that must be produced by the enterprise business for business success.
20th century management manages performance rather than the results of the performance
20th century management methods say to manage performance in activities, processes, functions, tasks, projects, assignments, etc. Performance is defined to include not only the actions executed, but also the results accomplished. Capital utilization in performance and results produced from performance are mixed together in business processes and key performance indicators (KPI). Business process and performance management methods try to manage performance quality, and do not recognize quality as an attribute of the result.
Enterprises do not recognize results produced across the scope of the enterprise as economic outputs that must be organized and managed in order to properly manage the enterprise. Results are not perceived as having a manageable value. Most responsibilities are not related to producing results.
20th century management manages certain results as separate entities
Enterprises manage a few results like product produced, sales order booked, customer complaint satisfied, and profits as separate entities. But, enterprises do not manage the range of results that they must achieve for success. Most results produced are not specifically identified, planned, or managed. Results produced within business processes and projects are not identified and managed. Ad-hoc results produced are managed as work assignments.
Results are not managed as a specific entity in one data set in order to manage the common attributes of all results and the relationships between results as a set. The focus of 20th century management is on performance using business processes and performance management techniques. “Managing for results” and other 20th century management methods define results as outputs that leave the enterprise and prevent management of results produced within the enterprise.
R-pM organizes and manages results to manage economic outputs, value, and quality
R-pM organizes and manages the enterprise business through the results that the enterprise must achieve to be successful and the capital solutions required to produce results, and the utilization of each capital solution in performance to produce each result. All management responsibilities are defined by the value, quality, and volume of results to produce. Human and other capital solutions are deployed and implemented to produce specific results to organize and manage the enterprise business. R-pM organizes and manages the enterprise business to focus on producing results of value and quality to achieve result goals.
The result structure is one component of the Enterprise Business Structure
The result structure is the main component of the enterprise business structure to organize and relate results the business must produce. All enterprise results are analyzed to define the key-results that must be achieved across the enterprise, the high-value set-results required to achieve key-results, and the end-results from performance that produce the set-result.
Results are structured to show their relationships. Selected results producing a final result are related to form a value-quality chain.
Results are not just today’s results; but are also the future results needed to execute a strategy and beat the competition. R-pM defines result areas to address specific key results. Some results support enterprise revenue production, others support enterprise capital, and others manage enterprise investments.
A simplified result structure example shows how results are organized and managed
An enterprise could improve its customer relationships result area, by addressing two key-results; “sold product or service” and “serviced customer”. The key-results depend upon the achievement of a finite number of set-results, such as “generated customer contact” or “handled returns”. Set-results in turn depend on end-results such as “qualified sales call” or “confirmed satisfaction” with a handled problem.
The result structure shows the hierarchy and relationships among results. Organizational relationships define the enterprise organization. Value-quality relationships define value-quality chains. Impact and dependency relationships relate the achievement of one result to achievement of another result. Cumulative and allocation relationships define how result metrics are accumulated up the structure and allocated down the structure.
The R-pM Toolkit covers result identification, analysis, relationships, structuring, accounting, and reporting
The R-pM Toolkit provides instructions, forms, and tools for result analysis, result and relationship definition, result metric measurement and goal setting, result symptom and performance problem identification, problem solving, and result evaluation. Modern financial and statistical accounting systems or relational database management systems can record and report results, capital solutions, and performance.
The R-pM Solution to the Economic Crisis is explained in free downloads
Three free white papers explain the dead-end 20th century management problems that caused the economic crisis, the way R-pM eliminates the problems, and a government program to address the crisis by stimulating the economy, solving the problems, building an architecture for financial and economic management, and organizing local businesses to flourish in the eventual recovery.
- How to Eliminate Problems that caused the Economic Crisis explains the major unsolvable 20th century management problems and the R-pM solution
- The Only Solution to the Economic Crisis explains how R-pM manages the business to capture actual business data and provide management the information needed for actual business management
- A Government Business Management Program to Answer the Economic Crisis outlines a government program to encourage business management and manage economic cycles to prevent future crisis
These three white paper downloads are available to R-pM Community Members at Result-performance Management.com. There is no cost or obligation to join the R-pM Community. Join by entering your email and password. Your email address is protected and used only for download problems and occasional R-pM Member news and white papers.
