Archive for September, 2007

Business change is a mystery today! We have no idea how to identify specific business problems, define the changes to make, determine the benefits of change, manage change projects, or follow-up to measure the return on the change investment.

Business change is a mystery because we do not manage the business. If we do not manage the business, we cannot manage change to the business. Learn “How to Manage Business Change” from the new download document available now at result-performance-management.com.

There is only one method for successful business change, define the business first and then change the defined business

The enterprise business is the utilization of capital in performance to produce value in results. In order to manage business change, we must define the business for that area of the enterprise that we want to change. The business is defined by using Result-performance Management (R-pM) to identify the results to be changed and the capital utilized as performance solutions to produce the results.

Symptoms of business problems appear in defective results, but the actual problems lie in ineffective or high-cost performance solutions. Change is specific new or improved performance solutions utilized. The benefit or change is in the value added to results by removing result symptoms. Change projects are managed by developing and implementing new solutions as project results. The return on investment is in the measured result value-added over the pay back period.

How to Manage Business Change is explained in a new download document

Learn the completely new and correct method to manage business change in the download document “How to Manage Business Change”, available now at result-performance-management.com. Once you understand how to manage business change, download “How to Manage Projects in the 21st Century” to manage your business change project. The R-PM Toolkit contains the detailed guidance and instructions needed for using R-pM for business change, organization, and management.

We are all familiar with the capital administered today in the buildings, land, infrastructure, communication systems, computer hardware and networks, fixed assets, financial assets, consumable supplies, cash, and accounting records. These traditional tangible assets provide the facilities utilized by the business. R-pM organizes this capital as facility capital.

Logically all capital must be defined as performance solutions to be deployed and utilized to produce a specific result. The post on August 6, 2007, The Logic of Capital Management, provides the background.

Capital utilized by the business is organized into four categories

Capital utilized by the business requires different professional capabilities to be professionally managed, which organizes four categories of capital:

• Business organization, process, and data capital to manage capital that directly produces a result and cannot, generally, produce another result. Business capital requires business knowledge and analytical capability
• Human personnel, capability, and knowledge capital to support and develop the worth of human capital. Human capital requires human handling, development, and coaching capabilities
• Facility equipment, supply, and record capital to manage reusable and consumable tangible assets and records. Facility capital requires expertise with the specific capital and administrative ability
• Management strategy, tactics, and intelligence capital to plan results and performance investments, to keep on course, and to know opportunities and ward off threats. Management capital requires management analysis and research capabilities

All capital must be professionally managed as capital utilized to produce results.< [more...]

Result-performance-Management.com has just added a new free R-pM Community information download “R-pM for 21^st Century Management“.

The 19-page report shows the difference between current 20^th century management and the use R-pM to organize the business for 21^st Century Management.

The free download report introduces many unique R-pM Concepts

The report introduces several fundamental R-pM concepts; such as the business structure, result-performance domains, capital management, result-performance reporting, result-performance costing and value-added management, result quality management, result-performance optimization, strategic business value management, business change management, result-performance development, enterprise worth assessment, business collaboration in value-quality chains, outsourcing alignment, and enterprise-management consultant partnerships. The report demonstrates the power of R-pM over outdated 20^th century management.

Join the R-pM Community for free downloads, the R-pM Toolkit, and Management Consulting Licensing

Join the growing R-pM Community at Result-performance-Management.com. It is free and there is no obligation. Learn about using R-pM as a 21^st Century Management user enterprise, 21^st Century Management Consultant, or 21^st Century Solution Provider.

The free reports, The R-pM Toolkit, your 21^st Century Management Manual. and a R-pM Management Consultant Application can be downloaded from the Member Download Page. Your R-pM Community email address enables you to receive free updates and new versions.

Many socially-responsible enterprises are looking for methods to utilize capital assets effectively to reduce waste, conserve energy, and provide an innovative work environment. The basic way to do this is to directly organize and manage the business in the utilization of capital assets to produce valuable economic outputs in business results. Result-performance Management (R-pM) organizes the business for socially-responsible 21^st Century Management

R-pM directly manages capital assets to produce results

R-pM replaces administration with capital management and organizes all tangible and intangible capital assets as specific performance solutions to be utilized to produce specific business results. All capital is organized to be professionally-managed by those with the capability. The objective is to minimize performance and to maximize the value and quality of results. So, all capital is utilized effectively to prevent waste. All performance costs and captured and charged to the result value produced from the performance. Performance capital not required is placed with another enterprise that can make use of the capital.

R-pM reduces overheads and waste

R-pM eliminates 20^th century management structures laid over the business. The most costly structures are the monolithic business processes and information systems laid over the business. [more...]

Most of us think of human capital as human resources or the people that are employed in the business. This is one part of human capital. Human capital includes people as human personnel capital.

Human capital also includes the capital that improves innate human performance. This capital includes human capabilities as a separate set that can be developed and managed to produce results. This capital also included human knowledge as a separate set that can be created and delivered to assist humans utilize other performance solutions and produce higher-value results. Human capital is logically defined as “the personnel, capability, and knowledge capital that is mobilized through performance solutions to execute enterprise operations and produce results”.

Logically all capital must be defined as performance solutions to be deployed and utilized to produce a specific result. The post on August 6, 2007, The Logic of Capital Management, provides the background.

Capital utilized by the business is organized into four categories

Capital utilized by the business requires different professional capabilities to be professionally managed, which organizes four categories of capital:

• Business organization, process, and data capital to manage capital that directly produces a result and cannot, generally, produce another result. [more...]