The 21^st Century Business Management Consulting Model

20^th century management consulting propagates the problems that caused the economic crisis

Many capital development, business change, and management improvement programs involve management consultants. 20^th century management consulting services normally add to or change organization, account, or management structures laid over the business. Each consulting firm has their own approaches and methodologies that are not familiar to the enterprise client. Services tend to be led by the consultant, with limited client participation, and the client must await a deliverable. Misunderstandings often arise over the scope of the project and the responsibilities of the consultant and the enterprise. 20^th century management consulting does not enable clients to manage their actual business and propagates the problems that cause the current economic crisis.

21^st Century Business Management Consultants help enterprises prevent problems that cause economic crisis

21^st Century Business Management Consulting is based on helping enterprise clients organize and manage their business in “investments in capital as solutions of worth utilized for costs and effectiveness of performance to produce value and quality in results”. The current economic crisis is caused by one fundamental problem; the failure of financial institutions, corporations, and other enterprises to manage the business. 21^st Century Business Management Consulting is required to help client enterprises to organize and manage the business, and then to optimize the worth of solutions developed, the cost and effectiveness of solutions utilized in performance, the value and quality of results produced by the business, and the return on all capital solution investments.

21^st Century Business Management Consultants have a model to work in partnership with the enterprise

21^st Century Business Management Consultants work in partnership with enterprise clients in enterprise-led result-performance development projects to provide the needed capabilities and resources the enterprise lacks.  The enterprise and consultant define the development and improvements that provide planned and measured benefits to the enterprise, through a 21^st century business management consulting model that:

• Is based on organizing and managing the actual enterprise business
• Provides services to help the enterprise organize, manage, improve and develop the actual business for measured value-added benefit
• Provides a method for enterprise clients to lead and participate properly in business management improvement
• Provides a clear framework to understand scope and means of participation for both parties
• Provides the organization and approach that eliminates the fundamental problems in 20^th century business change and management consulting methods
• Provides methods and tools that both the enterprise and consultant understand and use
• Provides a means to plan and measure the value the consultant provides and the value-added success the enterprise achieves.
  

These standards cannot be met with 20^th century management structures and consulting approaches, since the structures hide the business, and there is no framework to scope change and measure the value produced from the specific scope of change.

Business management consulting organizes the actual business for 21^st Century Management

21^st Century Management Consulting is based on organizing and managing the actual enterprise business as one integrated and transparent business structure. 20^th century management structures that hide the business and cause unsolvable problems are cleared away. The objective of every enterprise development project is planned and measured result value-added.

Business management embodies many principles for the use of management consultants on business organization and management improvement projects, and managing the project as a business.

• Organize and manage the actual business to produce result value-added as the basis of all capital development projects and management improvement programs
• The enterprise leads and manages and takes ownership of all development and management improvement to produce investment management results
• Each completed capital development project is an enterprise investment management result that is managed through a subordinate project business structure
• The project business structure defines each new or improved enterprise result and each new or improved enterprise capital solution needed as specific project results to produce planned value and incur planned development costs
• The project business structure defines all capital assigned to the project, including consultant and vendor participation as specific capital solutions
• The project business structure shows the responsibilities and utilization of internal and external capital solutions to produce specific project results
• The project business structure establishes performance expectations for each solution used and goals by time period for progress and completion of project results
• Full development costs, knowledge, learning, and documentation is developed and implemented for each capital solution developed as a project result
• Enterprise business result goals are established and accepted by enterprise result managers to produce result value-added planned by utilizing implemented capital solutions over the payback period
• All projects build documentation records and knowledge solutions for all results produced, capital solutions developed, and the proper utilization of a solution to produce a result
• All projects define proper result metrics, capital measures, and performance indicators for each enterprise result, capital solution developed, and the utilization of the solution in performance to produce results
• All capital solution implementations ensure that full business data is captured in result metrics, capital measures, and performance indicators and that consistent, complete, and accurate business management information is reported
• All development is through an operation-development-operation continuum; not ad-hoc. Development is initiated in result requirements and planned as part of business operations. New capital solutions are specified, acquired, developed and implemented in development. Implemented solutions are utilized in performance to produce new measured result value-added in business operations
• Enterprise performance managers participate in performance development teams and enterprise result managers participate in result development teams
• All development is measured and followed up to know actual result value and performance costs against that planned to quantify benefits and return

These and other principles of business management are employed by the enterprise and the consultant on every enterprise management improvement program and development project to ensure result value-added success.

The 21st Century Business Management Consulting Model improves the actual business in partnership for shared result value-added

The 21^st Century Management Consulting Model guides the enterprise-consultant partnership to organize and manage the business. The 21^st Century Management Consulting Model embodies the further principles for actual partnership:

• Every project follows business management principles both for organizing and managing the enterprise business and also for planning and executing the management improvement project
• The Business Management Toolkit is employed by both the consultant and the enterprise for a consistent frame of reference
• All business management consulting projects are led by the designated enterprise project manager and managed using business result and performance development principles
• The specific result value added objectives are planned prior to the project as well as the development costs for all planned capital solutions. A planning project to perform the required planning may precede the actual development project
• The project scope is defined by an enterprise development business structure that details the enterprise results and the capital solutions utilized that are to be developed or improved by the project
• The project scope does not exceed essential enterprise resources and capabilities needed for project, result, and performance management, plus capital support. Consultants do not replace essential enterprise resources
• Enterprise management sets out clear result and performance objectives for the organization and teams involved in the project
• The management consultant provides the human capabilities, knowledge, and other performance solutions that the enterprise lacks. The consultant does not do anything that the enterprise can do itself
• A consultant officer or manager participates in the Business Management Project Panel, which coordinates project responsibilities under the project CEO
• The enterprise and consultants do not segment business management project responsibilities, but work jointly to fulfill roles on all areas of the project
• Consultants do not follow rote methodologies or implement set solutions, but develop the enterprise solutions required to produce each specific enterprise result
• Consultants may work under success sharing where they and the enterprise share result-value added recorded after the project in the enterprise management system
• An enterprise-consultant partnership agreement describes the enterprise project scope and development business structure, the project business structure, performance roles, result responsibilities and goals, solutions provided by both parties, and a scheme for settling issues

These are just a few of the principles of business management used for enterprise development projects and enterprise-consultant partnership under the 21^st century business management consulting model.

All business management consulting projects are planned and managed as a separate project business structure to produce the enterprise “Completed Business Management Improvement Project” investment result in the enterprise business structure. The objective is to develop new capital to produce certain results in the enterprise business structure. In order to produce the results effectively all solutions utilized within the project scope must be modified as needed and integrated with the new solutions. All new and improved results are the responsibility of an enterprise result manager, who must utilize the new solutions to meet result goals accepted as part of project planning. All capital solutions implemented are under the responsibility of an enterprise performance manager, who ensures that new solutions are qualified to produce planned results and meet planned expectations in performance.

Result-performance Management (R-pM) provides the knowledge for actual business management

Result-performance Management (R-pM) is the only source of knowledge and expertise on how to manage the actual business. Forward-looking enterprises are now using R-pM guidance to organize and manage their business to gain breakthrough advantages over competitors burdened by unsolvable 20^th century management problems. Business management is explained and documented in the Business Management Toolkit. The Toolkit provides procedures for actual business management and maintains emerging 21^st century management conventions, definitions, and standards.  R-pM and business management are supported at result-performance-management.com.

Learn how to become a 21^st Century Business Management Consultant today

Business management consultants who base 21^st century business management services on R-pM knowledge are licensed to help enterprises learn, organize, and manage the actual business. To learn more about becoming a 21^st Century Business Management Consultant, and using business management consultants for your enterprise development visit result-performance-management.com. The Business Management Toolkit is used by both the consultant and the enterprise. Get your License Application and Toolkit with future updates at result-performance-management.com.

The Solution to the Economic Crisis is explained in free downloads

Three free white papers explain the dead-end 20^th century management problems, such as the failure to plan, account for, and manage the actual business, that caused the economic crisis, the way to eliminate the problems, and a government program to address the crisis by stimulating the economy, solving the problems, building a structure 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 20^th century management problems and the solution to eliminate the problems
• Business management; the only Solution to the Economic Crisis explains how to plan and manage the business to capture business data and provide management the information needed for actual business, corporation, industry, and economic management
• A Government Business Management Program to Answer the Economic Crisis outlines a government program to encourage business management, stimulate the economy, restore confidence, organize businesses to flourish in the recovery, 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 address and personal password. Your email address is protected and used only for download problems, product updates, and occasional R-pM Member news and white papers.

This entry was posted on Friday, April 10th, 2009 at 00:03 and is filed under:
Forums: Business Change Consultants, Capital Development Plans and Projects, Business Change Methods
Topics: Business Change Consulting, Benefiting from Business Change, Management Consulting Model, Best Practice Management, How to Implement Change
Result-performance Management (R-pM): R-pM Management Consulting
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