Manage Actual Business Change for Benefits With R-pM

Business change and change management are unsolvable problems of 20th century management used by business enterprises today. The unsolvable problems are caused because the actual business investments in capital as solutions of worth utilized for costs and effectiveness of performance to produce value and quality in results is not organized or managed. 20th century management fails to define, organize, and manage the three components of the business.

- Results: The economic outputs of value produced from business performance - Capital: Investments in the business to provide capital solutions of worth to be utilized in business performance - Performance: The specific capital solutions utilized in performance to incur costs and to produce specific results

There are only two entities that change in business change and in capital development  results and capital solutions. All business decisions and changes involve results to produce from the business and the human and other capital solutions to utilize in performance to produce results.

If the business is not defined, organized, and managed it is impossible to change the actual business. Instead of changing the business and managing business change properly, 20th century management lays structures over the business. The organize structure is laid over the business. This is a fatal error. Once an organization structure is laid over the business, the business cannot be managed. Additional management structures like maps and corporate plans, account structures, business processes, information systems, administration functions, human resource positions and scales, performance management scorecards and control panels, and so on are also laid over the business. 20th century business change and capital development develops and implements new structures over the business. Management improvement is improvement to management structures laid over the business.

Result-performance Management (R-pM) is an exciting breakthrough that organizes and manages the business results, capital solutions, and performance for breakthrough competitive advantage. This report discusses 20th century business change management problems and the R-pM solution to organize the actual business for 21st Century Management.

Change Management is one of the Top 10 Management Problems

Instead of planning and organizing our business change as a change to results and capital solution investments, we define processes to be re-engineered, information systems or other solutions to be implemented, organization structures and positions to change, etc. 20th century business change is not change to the business, but change to structures laid over the business.

Change Management uses the 20th century definition of performance

Many look at business change as performance or productivity improvement. However, 20th century performance defines both the actions executed in the utilization of capital solutions and the result accomplished as components of performance. Results, capital, and performance are mixed together in key performance indicators, implementation objectives, and the solutions used. The fact of life is that we cannot directly manage business change and capital development, if we do not redefine performance to separate and manage the only things that are changing -- results and capital solutions utilized in performance.

Most enterprises approach Business Change Management in the wrong way

Enterprises make fundamental mistakes in the approach to business change. What approach does your enterprise take, when faced the need for business change?

1. Set up an in-house project team and let them figure out how to effect the change internally? 2. Call in consultants and turn the problem over to them? 3. Take management charge to define and plan precisely the change needed and the benefits of change, employ consultants as a resource as needed, manage the project for successful change, and measure and confirm the planned return an investment in change?

Most enterprises employ a combination of the first two approaches. If your enterprise takes the third approach, let us know how you did it. We are still looking for a 20th century enterprise that organized and managed business change properly.

Business change is often left up to administrators and consultants

Since the actual business is not defined or understood, top management rarely understands business change and, usually, leaves it up to an administration manager, or turns the problem over to management consultants. If consultants are employed, they can help through their experience and analytical capabilities, but their methodologies only ensure that the project is completed, not that the business change is successful or beneficial.

Result-performance Management (R-pM) eliminates the business change problem

Result-performance Management (R-pM) provides the foundation for business change and one integrated method to organize and manage business change.

R-pM defines, organizes, and manages results, capital, and performance so that the enterprise can plan, change, and measure the only two things that directly change.

- Results: To plan the value-added needed for improved business results, to accept goals for producing the value-added, and to measure the actual value-added return on investment - Capital Solutions: To plan the specific items of capital of all types needed to successfully produce the results, to manage the cost of investment, and to manage subsequent solution utilization

Two sets of results and capital solutions are defined for business change 1) the enterprise results and capital to develop and change and 2) the project results to be produced and capital solutions to be utilized in the change project. Capital development and business change projects are managed as a business to utilize capital solutions in performance to produce project results in implemented enterprise capital solutions and improved enterprise results.

R-pM manages three result groups for result improvement from specific business change

R-pM manages three groups of results that have important roles in business change. A result manager is responsible for each result produced.

- Revenue results that involve line users and produce customer value and quality and meet business objectives - Capital results that support capital solution development and utilization and provide performance management to manage the deployment of qualified solutions and ensure proper solution utilization - Investment results to manage all investments, capital development, value creation, and other business change over time

The business change project is managed as a business to produce a set of one or more enterprise investment results such as implemented solution or Completed Business Change Project. With R-pM, capital development is a part of investment result operation.

R-pM manages business change for both the enterprise and the project in three dimensions

R-pM then manages both the enterprise to manage change to enterprise results and capital and also manages the project to produce project results in three dimensions:

- Result: To manage the enterprise result value created from business change, and to manage internal project results - Performance: To plan the development and manage utilization of implemented enterprise capital from the business change, and to manage the capital solutions utilized within the project to implement change - Management: To manage the enterprise to plan and utilize implemented solutions to improve enterprise results to achieve result goals by period to gain the return on investment, and to manage the project to plan and utilize capital to produce results to keep on schedule

Management is provided for the enterprise results and capital solutions to be changed, and for results and capital solutions utilized in performance within the change project. R-pM establishes on-going capital development and business change responsibilities

All result and performance managers have interrelated operation and development responsibilities. R-pM organizes business change projects under the top executive over the result areas being developed. R-pM does not utilize steering committees that tend to dissipate responsibility. R-pM concentrates responsibility within a Result-performance Development Panel, which includes those participants with direct responsibility for results, performance, and management.

- Result Managers: Managers with the highest level result responsibility for results under change to meet future goals - Performance Managers: Managers that consolidate the overall performance responsibility for the solutions being developed to meet future expectations - Program Manager: An investment result manager responsible for the change program to utilize program solutions to produce program results - Partnership Manager: Solution vendors or R-pM consultants that may be employed to provide the services in the partnership agreement to produce measured enterprise result value-added

All panel participants are project solutions that must perform to produce project results.

R-pM develops results for benefits and capital utilized in performance for the investment cost

R-pM organizes two in-house change program teams for development, implementation, and utilization:

- Result Teams: One or more teams to plan change to results, assist solution development, test and accept change, and utilize change to achieve new goals that provide measured return. Result users are included in result teams - Performance Teams: One or more teams organized to plan, acquire, develop, implement, and follow-up specific capital solutions to be acquired, developed, or improved for the change. Capital result support personnel are included in performance teams

R-pM achieves business change through result-performance development. Result development develops results to utilize capital solutions in performance for value-added benefit. Performance development manages the investment costs in developing and implementing capital solutions that are utilized to produce results.

R-pM consultants assist achievement of planned and measured benefit

R-pM consultants may be retained to assist the change in partnership with the enterprise. R-pM consultants are never responsible for program management or the results of the program. They are responsible to assist the enterprise execute the program effectively with the objective of producing planned and measured result value-added benefit.

R-pM is a proven method for beneficial business change management

R-pM was initially developed and proven as a method for executing business change. Avoid the problems and money lost in conventional business change. Use R-pM to organize your business for 21st management, and to leave 20th century change management problems behind. Learn how easy it is to utilize Result-performance Management to organize any part of the business for change and to organize and manage any business change project and download The R-pM Toolkit for complete details and ongoing updated at http://www.result-performance-management.com.

Harry Greene saw that structures used today can never solve organization and management problems during 30 years as an IT and business management consultant with Booz Allen and Hamilton, AT Kearney and Arthur D. Little. In 2002, Harry set up Result-performance Management Limited to eliminate unsolvable problems by managing the business directly with Result-performance Management (R-pM) with support at http://www.result-performance-management.com.