Need For Result and Performance Management

Solution Implementation without Knowing the Benefits

Enterprises implemented popular structures as the thing to do, often without a firm rationale or planned benefits.

In recent years, enterprises adopted many new performance structures and solutions. Enterprises started to run around in search of excellence, business visions, core processes, and such structures as:

  • Business process re-engineering: BPR provided a new name for business performance improvement, but created monolith business processes that prevent value chains and value management
  • Enterprise Resource Planning: ERP arose as a new name for integrated application systems and was promoted as incorporating “best practices” to provide an automatic solution.
  • Total Quality Management: TQM pointed the enterprise toward processing quality, but was found lacking as a total structure.
  • ISO 9000 standards: ISO standards did not define quality, but were perceived as replacing the need for purchasers to determine quality; so enterprises spent quality improvement funds on becoming ISO certified.
  • Key Performance Indicators: KPIs and performance management gave management numbers concerning customers, processes, and other important areas, but mixed results with performance and provided no management control over the numbers.

Knowledge management and e-learning were pushed as a way for personnel to keep up. Change management was sold as a way to help the enterprise cope with all this.

20th century structures are implemented as overlays on an unmanaged business

20th century structures improve contrived entities like processes, systems, jobs, strategies, indicators, and organizations rather than managing the actual business. Conventional structures are laid over the business, and do not allow systematic identification of the benefits of using the structure. So, the objective is to implement the structure, even if the specific benefits are not clear, making it difficult to determine the worth of performance improvement.

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The Move from Various Performance Structures to R-pM: Over the past 15 years, many separately-designed structures and solutions became popular. Many were incompatible, and were implemented with little benefit planning or analysis. R-pM provides the foundation of one integrated business structure so that the benefit of solutions can be determined and all solutions can be integrated and utilized to produce benefit.

Integrate all your solutions into the organized business foundation for result value-added benefit

R-pM is a new breakthrough that does not build on 20th century structures. R-pM organizes the business to provide the foundation for performance solution investments in conjunction with the value added through result improvement, so the enterprise can plan the benefits of investments, integrate performance solutions into an effective whole, and track utilization of solutions to produce measured result value-added benefit.