The 20^th century enterprise has no structure for solution alignment

In an article on 8 May 2006, we asked Why have we never solved the alignment problem?, we discussed problems aligning strategy with operations, enterprise application architecture and information systems with the business processes, the organization with business operations, customer needs with product and service development, outsourced services with internal operations, tangible assets with intangible assets, etc. Despite all the books and methods contrived, the alignment problem remains unsolved.

The R-pM result-performance structure aligns solutions with results

Conventional methods align performance with performance and solutions with solutions. This is futile! We can only align performance solutions against their input and output results, to align solutions producing the same result. The secret to alignment is Result-performance Management (R-pM), to organize the business through results produced by the business and aligning performance solutions with the results produced. Review the R-pM downloads including “Organize your Business with R-pM” to solve your alignment problems.

We need something fixed in place to align our performance and solutions against

We said that we need something fixed in place to align our organization, strategy, business, information systems, customer relationship methods, outsourced services, tangible and intangible assets, and internal operating methods against. Once all of these things are aligned against something fixed in place then they are aligned with each other. Every enterprise has what is needed for alignment, but it has never been defined or managed.

The things that we must fix in place are the results produced by all of the performance and solutions we must align. We can solve the alignment problem by defining and structuring our results to have something fixed in place to align against.

We must also define the specific performance and solutions to be aligned

But, there is still one more problem. What are all these things we are going to align? How can we align the organization, strategy, etc., when we have never defined our organization, strategy, etc, as something tangible and manageable with a specific identifier? We are trying to align amorphous and poorly-defined things with other amorphous and poorly-defined things. To do this, we try to contrive a method to define and align each of the things for each situation. This allows to work around the problem, but does not solve the problem.

What are the commonalities of all these things we are trying to align? Well no matter what they are called, they are all performance capital that we utilize as performance solutions to produce value in results. So in order to align these things with results we must isolate and precisely define each thing we want to align. They must be precisely defined as performance solutions in order to be utilized to produce specific results. Our organization, business processes, information system processes, customer relationship methods, outsourced services, tangible assets, intangible assets, and internal operating methods are all performance capital that we utilize to produce results.

Eliminate the unsolvable alignment problem with Result-performance Management (R-pM)

The answer is Result-performance Management (R-pM). R-pM eliminates the unsolvable alignment problem by defining all of our performance capital as specific performance solutions and aligning each solution with the results the solution produces. This is the result-performance business structure, which organizes the business in a matrix, like a spreadsheet, with results in the columns across the top and the solutions utilized in the rows down the side. Solutions are deployed to results in the cells. The solutions utilized to produce the same results are aligned. Result managers are responsible for effective utilization of solutions to produce results. Each solution has a performance manager responsible for providing an effective solution.

R-pM aligns results and performance simply by organizing the integrated business structure in the business organization solution.

21^st Century Management eliminates 20^th century problems

Result-performance Management (R-pM) eliminates alignment problems and other costly 20^th century problems. Slash costs, simplify business management, and boost competitive advantage through R-pM, the conventional method for 21^st Century Management.

Download your 21^st Century Management Manual today

Your 21^st Century Management Manual, The R-pM Toolkit, is available today and is under continual development to expand and refine 21^st Century Management. The R-pM Toolkit is offered at a nominal price to encourage wide use of R-pM. Get your R-pM Toolkit, and future updates, at result-performance-management.com.

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Mobile Applications are developed using xanax picture picture .5 .25 M’s (previously Five M’s) service-development theory created by the author Tomi Ahonen with Joe Barrett of Nokia and Paul Golding of Motorola.

This entry was posted on Friday, June 2nd, 2006 at 01:59 and is filed under:
Forums: Processes and Information Systems, Organization and Management, Business Change Methods
Topics: Business Process Management, Conventional Management Methods, Outsourcing Management, Performance Management, Result Management
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