Archive for the 'Management Consulting Model' topic

20^th century enterprise management consulting is obsolete

20^th century management consultants unknowingly propagate obsolete 20^th century enterprise management practices that fail to manage the enterprise business. 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 management problems discussed here at the Business Change Forum.

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

Base your practice on fundamentally-correct 21^st century business management

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

Management consultants and their clients are unable to work together to improve actual business management

Many capital development, business change, and management improvement projects involve management consultants. Since the business is not defined, organized, or managed, management consultants cannot work with client enterprises to improve the actual business. Each management consulting firm has their own approaches and methodologies that are not related to the business and 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.

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. Business organization and management consulting services tend to be led by the consultant and the client enterprise awaits a deliverable and then decides whether the deliverable is acceptable.

Enterprise clients and management consultants need to work together in partnership to improve the actual business

The enterprise and consultant need a way to define the development and improvements that will provide clear and measurable benefits to the enterprise. The only way is to base business management improvements and management consulting services on the actual business. A new management consulting model is needed that:

• Provides services to help the enterprise organize, manage, improve and develop the business for measured value-added benefit
• Provides a method for enterprises to lead and participate properly in business change
  
• Provides a clear framework to understand scope and means of participation for both parties
• Provides a way to plan and measure the value added by business change to know the return on specific capital investments
• Provides a method to plan, acquire, develop, improve, and utilize specific capital solutions required
• Provides the organization and approach that eliminates the fundamental problems in current business change
  
• Provides a 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.< [more...].

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. [more...].

R-pM Applications for the Corporation and Management Consultants

Result-performance Management (R-pM) is the conventional method to organize the business for 21^st Century Management, and avoid the problems that enabled the economic crisis. Many enterprises want to use R-pM, but want to apply R-pM a bit at a time before undertaking complete organization of the business. R-pM can be applied for immediate benefit in any enterprise. Simply understanding and applying R-pM concepts enables day-to-day improvement. Applying R-pM to specific management or performance problems enables the enterprise to isolate and solve the problem and to gain experience with R-pM in practice. Once R-pM is proven in a few applications, the enterprise can embark on the full transition to 21^st Century Management. The critical applications for any enterprise embarking on business change is Business Change Management and Project Management to avoid the serious problems and lack of benefits arising from 20^th century business change management.

R-pM Applications to solve management and performance problems

Some examples of applications of R-pM to solve today’s problems are:

• Scaled-down Result-performance Improvement: Isolate a particular result or performance problem area and apply result performance management for near-term improvements
• Result-performance Simplification: Analyze a complex organization to eliminate low-value results, focus on high-value results, utilize high-worth capital solutions, and redeploy or liquidate low-worth solutions
• Enterprise Investment Analysis: Itemize and analyze the result benefit and performance cost, so that the investment produces valuable results and develops qualified capital solutions for cost-effective performance
• Result-performance Strategy Development: Define high-value future results needed and the means to build from current result value to strategic result value
• Revenue Result Organization: Streamline the line organization by identifying the results that comprise value-quality chains and adjusting the existing organization to better manage results
• Investment Management Organization: Set up an investment management capability to manage investment results, manage interim capital development, and prepare for R-pM transition
• Capital Result Organization: Restructure a problem administration area to produce capital management results and manage capital solutions
• Business Change Management: Define the results to improve and performance solutions to develop to itemize and manage both the benefits and costs of change for a particular scope of the enterprise
• Project Management: Organize project results and the capital solutions utilized as a business to effectively develop and implement capital solutions to produce new results for a particular scope of the enterprise
• Result-performance Reporting: Define results of specific value in existing systems and define specific capital solutions with performance costs as utilized to improve current management reporting
• Enterprise System Investment and Implementation: Determine benefits of investment, integrate business and information processing, and properly utilize the implemented system
• Enterprise Resource Planning System (ERP) Utilization: Improve information system benefit by identifying and analyzing the results produced and other capital solutions used to produce each result, augmenting other solutions, and integrating the system and solutions to maximize result value and minimize performance costs
• Business Information Management: Define and integrate the classes of information to begin a Business Information Base, organize information capital support, and relate information needed or records created with the specific result
• Result-performance Outsourcing: Relate outsourced solutions to input and output results and align with internal solutions utilized to produce the same results
• Value-quality Chain Management: Define a chain of internal results or results across collaborators that produce final results and analyze the capital solutions to identify cost-effective performance to maximize result value-quality
• Mergers and Acquisitions: Define the results produced and capital utilized in each of two enterprises to consolidate to a single enterprise with value-quality results and cost-effective performance

The applications contribute to the business structure and learning the actual business. The applications can be directly applied by the enterprise, but we recommend assistance from R-pM Consultants.

R-pM Management Consultants support R-pM applications

The applications can be incorporated into professional business services provided by business change consultants, computer and system implementation consultants, strategic management improvement consultants, human resource consultants for human capital utilization, and financial and strategic planning consultants for strategic value creation. License R-pM for a low introductory fee and utilize the R-pM Toolkit to assist enterprise clients. The current economic recession has increased the interest in R-pM, and R-pM provides management consultants with positive services to address the problems underlying the economic crisis.

Learn more about R-pM Applications

These examples of the near-term application are described in the document “R-pM Applications to Improve Your Enterprise Today” that is available in the R-pM Toolkit. The R-pM Toolkit provides explanations and procedures for complete use of R-pM. The R-pM Toolkit is available at a low introductory cost to members of the R-pM Community.

The R-pM Solution to the Economic Crisis is explained in free downloads

Three free white papers explain the dead-end 20^th century management problems that caused the economic crisis, the way R-pM eliminates the problems, and a government program to address the crisis by stimulating the economy, solving the problems, building an architecture 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 R-pM solution
• The Only Solution to the Economic Crisis explains how R-pM manages the business to capture actual business data and provide management the information needed for actual business management
• A Government Business Management Program to Answer the Economic Crisis outlines a government program to encourage business management 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 and password. Your email address is protected and used only for download problems and occasional R-pM Member news and white papers. .

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...]>

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...]