Why do we have unrecorded and “intangible” assets that we do not account for? Why do we have unknown costs? Is this acceptable financial and capital management? Much capital investment is not recorded as a specific asset to know development cost.
There is no such thing as intangible assets or unknown costs. What we have is unmanaged capital and unrecorded performance solutions that prevent knowing capital worth, performance costs, and return on investments. We must have a record of all capital and the development costs to manage costing and the return on investment.

We manage capital as individual entities rather than one set that includes all capital

Capital used in performance is not managed as one set that includes all capital. We administer historically known and accounted for assets as separate entities such as fixed assets, employees, cash, etc. The conventional enterprise has no framework for disciplined capital management.

We need to have one set, performance capital, which contains one entity, performance solution, to organize and manage the common attributes of all capital utilized to produce results. We need to categorize the capital for support to operate and maintain the capital and to acquire and develop new capital to meet the requirements to produce results. We need to provide the qualified performance solutions needed to produce the specific result and integrate related solutions for utilization. We need to know all costs for each performance solution utilized to charge all costs to results to know result value-added.

We do not identify the precise capital we develop to capture development costs and manage ongoing utilization

In capital development, we manage projects and capture costs for certain obvious tangible assets. The capital development is not planned precisely to develop the range of specific capital needed to meet capital development objectives. We cannot relate development costs to the specific benefit to be produced by the cost.

There is only one proper objective of capital development; to add value to the results produced from improved performance, to provide the benefits and return on investment. To do this we must precisely plan the range of results to increase in value through utilization of implemented performance solutions. We must plan the development costs in the performance solutions needed to add value to results. We must justify the development costs by the added value-added to the results. Solutions must provide all the capital needed, without “intangible” capital.

Performance solutions must be developed and implemented as a specific result of the development project

Each performance solution development and implementation must be produced as a result from the development project to gather the capital development costs for the solution. Each performance solution must be organized in the performance structure for deployment to results to amortize development over the solution life or investment payback period and to know the actual added result value-added return.

21^st Century Management includes Capital Management to manage all performance solutions utilized to produce results

Result-performance Management (R-pM) is the conventional method to organize and manage the 21^st century enterprise. R-pm replaces administrative functions with Capital Management. All performance capital is categorized as business, human, facility, and management capital to be managed in operations and development. Each performance solution is under performance management as well to provide the qualified performance solutions and prevent problems in utilization to produce results. The costs of each performance solution are recorded against the result produced through Result-performance Costing.

R-pM manages all capital to eliminate intangible assets, unknown costs, unknown benefits, and inassessable worth

R-pM eliminates intangible assets, unknown costs, unknown development benefits, unknown developed solutions, inassessable capital worth, and other unsolvable problems due to the failure to properly organize and manage capital.

Think about the improvement and cost saving potential in your enterprise by the change from separately administering known assets to disciplined management of all capital to add value to results, gain the return on investment, and to increase in worth.

21^st Century Management eliminates 20^th century problems

Eliminate the intangible asset problem and other costly 20^th century problems through 21^st Century Management. Slash costs, simplify business management, and boost your competitive advantage through Result-performance Management (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. Learn more about the R-pM breakthrough for 21^st century management and subscribe to your 21^st Century Management Manual, including free updates, at result-performance-management.com.

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This entry was posted on Friday, April 20th, 2007 at 02:34 and is filed under:
Forums: Administration and Capital Management, Capital Development Plans and Projects, Top Ten 20th Century Problems
Topics: Capital Management, Conventional Management Methods, Cost Management, Enterprise Worth, Investment Management, Administration, Best Practice Management, Measuremant and Standards
Result-performance Management (R-pM): R-pM Solutions
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