The 21^st Century Management Consulting Model

Many capital development, business change, and management improvement projects involve management consultants. Each management consulting firm has their own approaches and methodologies that are not familiar to the enterprise client. 20^th century management consulting services tend to be led by the consultant, with limited client participation, and the client enterprise must await a deliverable. Misunderstandings often arise over the scope of the project and the responsibilities of the consultant and the enterprise.

Clients and management consultants need a framework to work together in partnership

An article on 24 May 2006, How Management Consultants and their clients can work in partnership, discussed the need for a framework for the consultant and the enterprise to work together. The article said that the enterprise and consultant need a way to define the development and improvements that will provide clear and measurable benefits to the enterprise, through a 21^st Century 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 clients to lead and participate properly in business 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 client and consultant understand and use
• Provides a means to plan and measure the value the consultant provides and the value-added success the client achieves.
  

We cannot meet these needs with 20^th century structures and management consulting approaches, since the structures hide the business, and we have no framework to scope change and measure the value produced from the specific scope of change.

Result-performance Management (R-pM) organizes the actual business for 21^st Century Management

The answer is provided by Result-performance Management (R-pM), to organize and manage the actual enterprise business for new 21^st century business management and management consulting. All business organization and management projects are based on organizing and managing the actual business as one integrated and transparent business structure. The objective of every enterprise development project is planned and measured result value added.

R-pM embodies many principles that are the basis for the use of management consultants on business organization and management projects.

• Organize and manage the actual business to produce result value added as the basis of all capital development and management improvement projects
• The enterprise leads and manages all development and management improvement to produce investment management results
• All capital development projects are an investment management result that is managed through a project business structure
• The project business structure defines each new or improved enterprise result and each new or improved enterprise performance 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 performance solutions
• The project business structure shows the responsibilities and utilization of internal and external performance 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
• The project requires building documentation and proper result metrics and performance indicators for each enterprise result or performance solution developed as a project result
• Full development costs, knowledge, learning, and documentation is developed and implemented for each performance solution 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 performance solutions over the payback period
• All development is through an operation-development continuum; not ad-hoc. Enterprise performance managers participate in performance development teams and enterprise result managers participate in result development teams
• All development is measured and followed up through a result-performance management system to know actual result value and performance costs against that planned to quantify benefits and return

These and other principles of Result-performance Management are employed on every enterprise development project to ensure result value-added success.

The 21st Century Management Consulting Model is based on improving the actual business in partnership for result value-added

The R-pM 21^st Century Management Consulting Model guides the enterprise-consultant partnership to organize and manage the business under R-pM. The 21st Century Management Consulting Model embodies the following principles:

• Every project follows R-pM principles both for organizing and managing the enterprise business and also for planning and executing the management consulting project
• The R-pM Toolkit, the 21st Century Management Manual, is employed by both the consultant and the enterprise for a consistent frame of reference
• All R-pM consulting projects are led by the designated enterprise Program manager and managed using Result-performance Development principles
• The specific result value added objectives are planned prior to the project as well as the development costs for all planned performance solutions. A planning project to perform the required planning may precede the actual development project
• The program scope is defined by an enterprise development business structure that details the enterprise results and the performance solutions utilized that are to be developed or improved by the program
• The program scope does not exceed essential enterprise resources and capabilities needed for program, 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 program
• 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 Result-performance Development Panel, which coordinates project responsibilities under the project CEO
• The enterprise and consultants do not segment result-performance program responsibilities, but work jointly to fulfill roles on all areas of the Program
• 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 result-performance management system
• An R-pM partnership agreement describes the program result-performance structures, 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 R-pM used for enterprise development programs and enterprise-consultant partnership under the 21st Century Management Consulting Model. To learn more about R-pM, becoming an R-pM management consultant, and using R-pM consultants for your enterprise development visit result-performance-management.com.

Download your 21^st Century Management Manual today

Your 21^st Century Management Manual, The R-pM Toolkit, is available today, and is used by both the consultant and the enterprise in 21^st Century Management. The R-pM Toolkit is under continual development to expand and refine 21^st Century Management, and 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.

This entry was posted on Tuesday, January 15th, 2008 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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