Archive for the 'Management Consulting Model' topic

20^th century business management consulting is obsolete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...]

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.

Over the past 20 years, much business change management consulting has been packaged into business services provided by hired staff, rather than professional problem solving for measured improvement. Recent books and media publicity show cases where the enterprise did not receive the professional services expected from management consultants.

A new 21^st Century Management Consulting Model to deliver professional services for client success

A management consulting model is needed to eliminate problems and deliver client enterprise success by providing:

• Services based on organizing the business for 21^st century management
• A method for the enterprise to lead and participate properly in business change
• Methods and tools that both the enterprise and consultant understand and use
• A clear framework to manage the scope and participation for both parties
• Planned and measured value of the consultant and success of the enterprise

The model must build enterprise capabilities to manage the business and business change, and focus consultants on high-value professional results the client enterprise cannot achieve on its own.

Management consulting to organize and manage the enterprise business is explained in 21^st Century Management

The new management consulting model is explained in the article R-pM Managment Consulting Model to organize the Business for 21st Century Management in the 21^st Century Management Magazine.

21^st Century Management eliminates 20^th century problems

Result-performance Management (R-pM) eliminates costly 20^th century problems. Use R-pM Consultants to slash costs, simplify business management, and boost competitive advantage through 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,supports both the R-pM management consultant and the enterprise in 21^st Century Management. The R-pM Toolkit is available today and is under continual development to expand and refine 21^st Century Management. Get your R-pM Toolkit, and future updates, at result-performance-management.com..

All enterprises face fundamental problems that are impossible to solve. So, we spend a lot of time working around the problems and continuing to get things done in spite of the problems. The only things that keeps us competitive is that all companies use similar 20^th century methods and face the same unsolvable problems.

20^th century business and performance management problems

The problems of the 20^th century enterprise are summarized in the article Eliminate 20th Century Problems by Becoming a 21^st Century Enterprise. Once you understand the problems, you will wonder how your enterprise has managed.

Become a 21^st Century Enterprise

The article explains that 20^th century problems cannot be solved, but they can be eliminated by going back to properly organize and manage the business for the 21^st century, instead of using contrived 20^th century methods. The 21^st century enterprise organizes the results to be produced and the performance solutions utilized, into one integrated business structure. The 21^st century enterprise manages in three dimensions:

• Result
• Performance
• Management

Learn more about Result-performance Management (R-pM) to see how your company can use 21^st century techniques to address current management and performance problems and eventually become a 21^st century enterprise.

R-pM provides a new 21^st Century Management Consulting Model

Management consultants use R-pM to provide professional business change and management improvement services, based on directly organizing and managing the business. Review the article “Put Professionalism back in Business Change Management Consulting with R-pM” to learn how your management consulting firm can offer 21^st century services as an R-pM management consultant, using the breakthrough R-pM 21^st  Century Management Consulting Model.

21^st Century Management eliminates 20^th century problems

Result-performance Management (R-pM) eliminates costly 20^th century problems. Slash costs, simplify business management, and boost competitive advantage through 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. Get your R-pM Toolkit, and future updates, at result-performance-management.com.

Most enterprises have employed consultants for business process re-engineering, enterprise resource planning and management information system implementation, management improvement, and other business change management consulting. And many of us have had problems executing the projects successfully and gaining quantified benefits.

Problems gaining benefit from Management Consultants

What are the basic problems that hamper the enterprise?

• The enterprise does not take full management charge and turns many of its responsibilities over to consultants. Many have not established internal responsibility for change over time
• The enterprise is not organized or managed for change. The enterprise does not have an organized business structure and has not identified, and does not have someone responsible for, each result and performance solution that must change and improve
• Change and management improvement projects are not planned, organized, or managed to produce benefits. They are organized to incur costs.
• Many management consulting services are not professional. Professional services provide experience, analysis, and judgment. Junior consultants following a methodology to produce a deliverable is a work-for-hire service

These problems are accepted as the way that things have always been done. [more...]

The Management Consulting Problem

The basic problem is that management consultants have never helped their clients organize and manage the business. Management consulting has always created or improved the structures overlaid on the business.

Management consultant practices tend to build or utilize overlaid structures

Most management consultant services specialize in certain performance capital, which are implemented as separate structures overlaid on the business. Consultants may develop or improve information technology (IT) and information systems, organization, business processes, accounting, strategy, human resources, or performance and productivity structures. Other management consultants may be result-oriented such as sales and marketing, financial, administration, total quality management, project management, supply chain, or customer relationship consultants. In any case, services provided are scoped to their specialized expertise. The consultant contract fixes conditions for the consulting project and redefines the problem to be “satisfy contract conditions”. This induces disconnects for out-of-scope areas and distortions to make it appear that contract conditions are being met.

Much business change consulting has become a “business service” rather than professional consulting

Most management consultants or business service companies involved in business change do not use senior professionals to directly service clients. Their job is to sell projects and to leverage junior consultants. [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. Misunderstandings often arise over the scope of the project and the responsibilities of the consultant and the enterprise.

Result-performance Management (R-pM) provides the 21^st century partnership model to organize and manage the client business

Conventional management improvement consulting projects have many fundamental problems, such as:

• The client business is not organized, so there is no framework to scope and plan
• Services do not change the business, but structures overlaid on the business
• The value-added by consulting services is not measured to know success
  
• The client lacks the capability to manage the investment in development and change
  
• The client does not lead and participate properly to best take over changes
  
• Human and other capital is not managed for utilization allowing change problems
  

These and other common problems with current enterprise organization and management structures and management consultancy models are eliminated by Result-performance Management (R-pM). R-pM organizes the client business to provide a base for consulting, and the R-pM management consulting model enables the client and consultant to work in partnership for measured and shared client success. The R-pM community “R-pM Consulting Model” download explains the model for clients and consultants.

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

Management business and organization consulting services tend to be led by the consultant and the client enterprise must await a deliverable. [more...]

Today’s corporations and other enterprises find business change hard to manage, because of obstacles imposed by conventional methods. The main obstacle is that to manage business change, the enterprise must first organize and manage the business. The business changes with every management decision to produce a new result, not to produce a finished result, or to utilize different performance solutions. If the business was organized, the business organization would change automatically to keep the business organized. Business change does not wait until every few years, when management decides it is time for business change.

The obstacles that hamper business change management are eliminated by Result-performance Management (R-pM). Result-performance Management organizes and manages business results and the performance solutions that produce results. R-pm plans and manages only the new and improved results from change and the capital developed as performance solutions to produce results. Review the worldwide R-pM community download “How to Manage Business Change” to manage your next capital development, performance or productivity improvement, reorganization, or solution implementation project.

Conventional business organization and management methods are obstacles to business change

We need to manage business change so that we do not have change problems. However, five main obstacles in conventional methods prevent us from properly managing business change: [more...]

We do not know the right way to organize the business, so we try to identify the best wrong way

On January 17, in the article Organizing through Theories and Infighting, we identified problems in organizing the conventional business enterprise. We do not know the one right way to organize, so we fight over, which is the best wrong way. Then, on April 13, 2006, we discussed how to organize the business as the activity of providing goods and services. The most important part of organizing the business of the enterprise is organizing results.

We must organize the enterprise to reach objectives as guided by Peter Drucker

In my days as a consultant studying organizations, I used to produce organizational alternatives. At that time, one of my biggest influences was Peter Drucker with his fine works on Management by Objectives and Managing for Results. The only problems I had with Drucker was that the objectives related to the employee rather than the organization, and results were moved to the future and placed outside the enterprise as the final result economic output. However, if we combine the principles of management by objectives and managing for results, we can see that enterprise strategic objectives should be defined by the future strategic results that the enterprise must produce. Near term objectives are achieved by producing final results from business performance.

We need to focus managers on producing results that lead to future strategic results

Drucker said to focus on the result not the activity, a sound concept that largely is ignored today. [more...]>