Archive for the 'Business Change Consulting' topic

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. Misunderstandings often arise over the scope of the project and the responsibilities of the consultant and the enterprise.

Result-performance Management (R-pM) organizes and manages the enterprise business and also organizes and manages all capital development projects as a business. R-pM provides a new 21^st Century Management Consulting Model to enable consultants to participate in an enterprise-led partnership to provide capital solutions to a project to develop specific enterprise capital solution investments that are implemented and utilized in cost-effective performance to produce planned and measured value-quality in enterprise business results

Management Consulting today faces many unsolvable problems that prevent scoped and measured business change

20^th century management improvement consulting projects have many fundamental and unsolvable problems, such as:

• The enterprise business is not organized, so there is no framework to scope and plan change projects and services
• The business results to improve are not known or managed for added-value
• The capital solutions to acquire, develop, and utilize are not known and managed
• Performance in the utilization of capital solutions to produce results is not defined or managed
• The specific changes needed for success can not be identified and managed
• Consultant services do not change the business, but change structures laid over the business
• The enterprise must learn new organization, plan, process, system, or performance structures with added terminology and definitions
• Changed structures are implemented to adds costs, but not to create value
• The value-added by consulting services is not measured to know success
• The enterprise lacks the capability to manage the investment in development and change
  
• The enterprise does not lead and participate properly to best take over changes
  
• Human and other capital is not managed for utilization allowing change problems
  

These are some common problems with organization and management structures and management consulting approaches utilized today for capital development, business change, and management improvements. Today, the enterprise client and consultant must work in good faith in an unmanaged business environment to produce ad-hoc changes that may or may not improve business results.

Enterprise clients and management consultants need a framework to work together in partnership

Business organization and management consulting services tend to be led by the consultant and the client enterprise must await a deliverable and then decide whether the deliverable is acceptable. [more...]

Why do we have business change and change management problems

Every business must change to improve and grow. Business change is change to the business for management improvement, new solution or system implementation, a new organization structure, etc. Change management is the management of changes to the business. Why do we have business change and change management problems that have never been solved? If the business is organized, the business changes with each change to the business; business changes are not accumulated for business change and change management projects. The fundamental problem is that business itself has never been organized or managed. If we do not manage the business, how can we manage change to the business?

Enterprises today do not know what constitutes the business

We do not even have a good definition of the enterprise business to know if the business is organized or managed. The most generally-accepted definition of the business enterprise in dictionaries seems to be “the activity of providing goods and services”. According to this definition, we must organize and manage “the activity of providing goods and services”. [more...].

20^th century business management consulting is obsolete

20^th century management consultants unknowingly propagate obsolete 20^th management practices. The objective is to organize and manage the business enterprise, rather than the enterprise business. Consultants lay high-cost organization, process, information system, and administration structures over the client business, preventing actual business organization and management.

There is no framework for the 20^th century enterprise management. Any kind of solution can be contrived and laid over the client business. All solutions are by definition bad solutions, because they aggravate and do not solve unsolvable 20^th century problems.

There is no model for 20^th century management consulting and “business” consulting services. 20^th century management consultants can employ any business practice both good and bad. 20^th century management consulting creates problems for the client and makes it more difficult for the client to compete against 21^st Century Management.

Base your practice on fundamentally-correct 21^st Century Management

There is only one method to organize the enterprise business for 21^st Century Management, Result-performance Management (R-pM). [more...].

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.< [more...]

We get questions concerning the background and development of R-pM

People ask how Result-performance Management (R-pM) originated. Some people are concerned about the authenticity and viability of R-pM.

Result-performance Management was developed by Mr. Harry Greene, as personal tools used in business organization and management in process and information systems design and implementation projects, during 40 years, as a management consultant with such firms as Booz Allen and Hamilton, Multinational Management, Price Waterhouse, A.T. Kearney, and Arthur D. Little.

R-pM tools were developed to aid systems development and business change

R-pM first evolved as an aid to business process and information systems design. Later R-pM was expanded to manage business change projects, both the project and the changes to the business as the results of the project. During this experience, it became clear to Mr. Greene that the only solution to business organization and management problems was to organize and manage the business. [more...]9.

Business or Systems analysts work with structures laid over the business

Historically, the business or systems analyst has never had a good business framework for disciplined analysis. The analyst usually works with an isolated problem or set of user requirements and creates a business process or system solution. The solution does not actually manage the business, but is laid over the business. The business tends to change while the solution remains rigid, requiring continuing solution maintenance to align the solution with the changed business.

Most corporations do not understand the role of the business analyst and do not properly organize their business capital. Often the systems analyst is placed in IT, which removes him from the business and provides a computer processing focus, rather than a business requirements focus.

R-pM organizes the Business Structure to provide a framework for analysis

R-pM provides a new environment for the business or systems analyst. R-pM organizes and manages the business, “the activity of providing goods and services”. R-pM organizes the activity as business performance and the goods and services as business results in a simple, easy-to-manage Business Structure defined by only two entities:

• Results: Specific economic outputs that must be produced by business performance
• Performance Solutions: Specific capital that must be utilized in performance to produce specific results

Results are the inputs to and the outputs from performance. A result is a specific accomplishment, like customer order recorded, that can be counted and measured. [more...].

Business Change Project Managers have no foundation and little support

Have you ever managed or worked on a business change or business capital development project. If you have, and were successful, you deserve a big bonus. You deserve a big bonus, because your enterprise did not do its part to provide you with the foundation or environment for a successful project. Enterprises provide a “Rickety Foundation” for business change and capital development.

“Business change” projects do not change the business

“Business change” is a misnomer. “Business change” projects do not change the business. Business change projects change contrived organization and management structures laid over the business and capital development projects lay new systems, processes, facilities, or other structures over the business. Business change and capital development is not integrated with the business. Projects are ad-hoc endeavors that must be created out of nothing and somehow use reassigned personnel to improve the enterprise successfully.

Enterprises often turn business change projects over to consultants

Since there is no foundation for successful change, many enterprises turn the problem over to consultants. [more...].

An article at result-performance-management.com, “Business Change that does not change or benefit the Business” discusses how many of our business change projects are destined to fail before they start. The odds are stacked against successful business change in the 20th century enterprise.

Business change problems start when an organization structure is laid over the business

We start problems when we lay organization structures over the business and do not organize the business. Since the business is not organized, we are unable to manage the business, so we lay strategy and planning, business processes, charts of accounts, performance management, and other structures over the business. Since the business is not managed, we are not able to manage change to the business.

As the article shows, the enterprise business is defined by only two entities:

• Results: The economic outputs that create the value from the business
• Performance Solutions: The capital consumed in performance to generate the costs incurred by the business to produce result value

Business results and performance solutions change continually. In order to manage business change, we must manage business results and performance solutions continually.

If the business changes day by day, why is Business Change a separate periodic undertaking? It is because “Business Change” is not change to the business, but periodic change to rigid structures overlaid on the business to align them closer to actual business results and performance.

R-pM manages business change as the routine when the business changes

Result-performance Management (R-pM) organizes and manages the business through results and performance to change automatically with business change. Business change projects are replaced by result-performance development to develop the new and improved capital needed to produce future value-quality results. The approach is described in the R-pM Community download “How to Manage Business Change“. The download also is included in the R-pM Toolkit.

The 20^th century enterprise has situations that resist or undermine change

The odds of successful business change are stacked against 20^th century enterprises. Invariably, enterprises have situations that resist or undermine change, such as: [more...]

Some of the R-pM Community of R-pM Toolkit users are enthusiastic about R-pM, and have good ideas to contribute to the Toolkit. Experienced business professionals, who learn R-pM concepts, see the problems with current structures and can figure out how to eliminate the problems with R-pM.

The R-pM Toolkit should be an “R-pM Community” project

The R-pM Toolkit will benefit from input from Toolkit users and development as an R-pM Community project. We will consider designs, procedures, learning material, case studies, etc. for result group, capital category or class, R-pM implementation, capital development, or operations.

We are keeping the R-pM Toolkit price very low, so we depend on gaining a high number of R-pM Toolkit users. Gradually, we are breaking through the barriers to change.

We have drafted a potentially lucrative reward scheme, based on Toolkit sales, for original contributions published in the Toolkit. We will share the R-pM Toolkit outline under development with interested R-pM Toolkit users. We will make additional R-pM material available for an agreed area of contribution.

An opportunity for retired business analysts and consultants

If you are retired with extensive organization and management experience, and are able to grasp and build on R-pM, you have an opportunity to keep busy by participating in R-pM Toolkit development.

If you are interested in contributing to the R-pM Toolkit, please email the R-pM Toolkit customer-service address, subject: R-pM Toolkit Contribution. Tell us about yourself and your strengths that could contribute to the Toolkit. Give us your ideas about the Toolkit and suitable rewards for your published input.

The “R-pM Community” can work together to make R-pM a success for all

We are working hard to help all in the R-pM Community successfully organize the business for 21^st century management. The R-pm Community can help by explaining R-pM to partners and collaborators. The R-pM Community can also provide their ideas, experience, and lessons to improve the R-pM Toolkit for all. R-pM Toolkit contributors can help by publicizing R-pM to increase Toolkit sales. If we work together, we can make R-pM and the R-pM Toolkit a valuable success for all in the R-pM Community.

21^st century management manages the enterprise business as one integrated structure. Result-performance Management (R-pM) is the conventional method to organize the business for 21^st century management. Many enterprises are planning 21^st century management with R-pM. There is a growing need for 21^st century management consulting. R-pM provides the 21st century management consulting model to assist customer enterprises moving to 21^st century management or utilizing 21^st century management.

R-pM management consultant firms and individuals assist enterprises implementing and utilizing R-pM. R-pM provides a new product for management consultants to supersede conventional organization and management methods. We are building a network of R-pM Consultants to assist the acceptance and utilization of 21^st century management with R-pM.

R-pM provides the right solution for today’s management consultant assignments

R-pM is the only way to organize and manage the business for new start ups, to plan and manage benefits of capital development and business change, to build value-quality chains, to eliminate business and information complexity, to implement information systems as part of the business, to analyze the value of mergers and acquisitions, and to create shared value in other applications.

21^st century management is explained through R-pM Websites, and download material. R-pm advantages, and the support provided by Business Change Forum and R-pM websites and products, provide a significant competitive advantage for the R-pM Consultant. Being an R-pM Consultant provides a network and affiliation for independent firms and individuals, as part of the growing R-pM community.

Management consultants, who purchase an R-pM Toolkit through July 2007, may request an R-pM Consultant License

To encourage management consultants to learn the power of R-pM, we offer valuable R-pM Consultant licenses, at no additional cost, to management consultants, who show their interest through the purchase of the R-pM Toolkit, through July 2007.

An application for an R-pM Consultant License and Directory Listing is provided with the R-pM Toolkit. The license will define a specific market or specialty for providing R-pM consulting and education services and will be renewable at no cost in July 2008, as long as the consultant shows a professional capability in R-pM.

The R-pM Toolkit, the 21^st Century Management Manual, is available today and is under continual development to expand and refine 21st Century Management R-pM Toolkit, updates with new procedures and solutions and the latest on R-pM are provided at no additional cost. The R-pM Toolkit supports the R-pM consulting model and guides both the consultant and the enterprise client to employ R-pM for shared result value-added benefit.

The R-pM Toolkit is the 21st Century Management Manual and supports 21st Century Management Consulting

All professional management consultants keep up with the latest thinking on business organization and management. The R-pM Toolkit provides original insights and alternatives that can be applied to a current consulting practice and alone are worth many times the reasonable R-pM Toolkit price. Join the R-pM Community to learn more about R-pM Consultants.