You use R-pM now to manage your Personal Business

R-pM is the natural way you organize and manage your business

Result-performance Management (R-pM) is the instinctive and natural way you organize your personal business. In your life, you produce one output result after another. Whether simply got up and dressed, prepared and ate breakfast, purchased an item, etc. or more complex results like repaired equipment, completed application, or business result produced at work, such as an approved report.

You naturally organize and manage your performance solutions to produce your results

When faced with a result to produce, you instinctively organize your time, your capabilities, space and tools, the plan for the result, the money needed, the process to follow, and other solutions you may need. You may outsource a service to provide solutions to help to produce the result, such as a clean suit. These items are the capital in the form of performance solutions that you employ. You also begin with the input results that performance transforms to the output result; such as a dirty suit, components to repair equipment, or a report to review and approve.

You know the relationships between the performance you utilize and the results you produce

You have an idea of performance costs in time and money spent, supplies consumed, etc and an idea of the value of the result. If a result does provide value in excess of the cost you will not produce or be happy with the result. You realize that your performance effectiveness determines the quality of the result. You know that the volume of results you can produce is limited by the capacity of your own time and capability or the equipment you use. You know that uncertainty in your and others performance poses a risk that the result may not be produced as it should.

You use R-pM naturally, because R-pM is the only way to organize and manage your personal business or any business.

Your company does not organize or manage the business

But, as soon as you begin work, you stop being natural and begin using the artificial contrived structures used by your company. Your company organizes and manages the company. Your company does not organize or manage the business. Your company has never identified the set of economic output results that it must produce to be successful; in order to manage the value and quality created by the business. Your company has never identified the set of performance solutions available to produce the results in order to manage the utilization and consumption of capital and the actual and full costs incurred by the business. Your company has never organized the business in order to manage the business properly. Your company does not capture actual business data or report actual business management information.

Your company lays organization and management structures over the business

Instead, your company lays rigid independently-contrived structures over the business. An organization structure puts you in a position to do a job. Corporate plans overlay a company strategy. Overlaid business processes mix results with performance to meet an objective. A Chart of Accounts records income and expenditures against contrived accounts. Performance management control panels, scorecards, KPI, etc define both the actions executed and results accomplished as “performance” and report contrived entities, rather than the business. Administrative structures provide methods and entities for various functions, such as asset, financial, human resource, and information technology management. Information systems gather data and report information on all the artificial entities described by all the overlaid structures. Information systems, hardware, and networks are managed by various architectures. Each structure dictates rules, regulations, and procedures. But, since most business results and performance solutions remain undefined, these structures relate only incidentally to the actual business.

Overlaid structures create high overheads and unsolvable problems

You may be involved in defining and overlaying structures. What is the criterion used? Is the criterion to organize and manage the actual company business? How does your company define the business?

You recognize many of the unsolvable problems you have with rigid overlaid structures that do not agree with each other or the actual changing business. Problems arise with reorganization, inaccurate and conflicting information, business and information complexity, unknown value created and costs incurred, capital development and business change with no business framework, unknown capital worth and investment returns, business collaboration, and on and on. Your company likely has a large information system overhead to maintain information that is mostly irrelevant to the actual business. Your company may add on more structures to classify and manage information available and invest in more systems for data reconciliation, enterprise information management, or record or content management.

Your company needs to use R-pM for business organization and management

Your company can also organize and manage the business naturally as one integrated business structure with R-pM, using common spreadsheets, general ledgers, or relational database management tools.

The business results are organized as one structure to show all economic outputs of value produced by the business. The performance solutions utilized are organized in another structure to show the capital that is available to produce results. The business is organized when specific performance solutions are deployed to produce specific results in an integrated business structure. Business transactions record capital consumed to incur costs to create value by producing results.

You need to overcome the 20^th century structures you have been taught and manage the business naturally

You likely have spent years in school, training, reading, and on-the-job to learn to contrive 20^th century structures to lay over the business. You must put this knowledge aside. 20^th century management has been superseded by 21^st Century Management.

With R-pM, you go back to your natural methods of organizing and managing your business. You organize and manage your part of the business to define the specific results you must produce and the specific performance solutions you have available or may need to produce high-value and high-quality results. Simplified 21^st Century Management conventions, definitions, and standards enable business collaboration, communications, and common solutions.

Go back to your natural method to use R-pM in your current company

Tomorrow, instead of performing a function or doing a job; produce results. Identify, list, and analyze the results you must produce. One high-level result may require several lower level results. Then identify and organize the performance solutions required for each result. Most solutions are used generally for your high level result, but some, including your specific capabilities, are needed to produce a specific result. By going result by result, you organize your time and other performance solutions you need. You recognize that some results are low value and should be redefined or not produced. You realize that there is assigned capital that you never use and could be used elsewhere. You think how you can increase the value and quality of each result you produce. You get yourself ready for the oncoming transformation of all business to 21^st Century Management with R-pM.

To learn more about R-pM, read R-pM Basics and other articles in 21^st Century Management Magazine. Visit Result-performance-Management.com to download free information, and The R-pM Toolkit for the instructions and guidance you need to organize your company business for 21^st Century Management.