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Now is the time to take a new look at how you organize and manage your enterprise, in order to compete in the 21st century. Technology has made it imperative that the enterprise quickly change and adapt to serve customers and markets. Technology enables us to focus on the specific economic output and input results that form a value-quality chain from within our suppliers, through our enterprise and business-partner-collaboration, and on into our customer's value-quality chain. Technology has enabled many changes in the way we manage capital to move the focus from cash and accruals to the total worth of tangible and intangible assets. Technology enables us to simplify the enterprise to directly organize, plan, and manage business reality. The way forward to compete in the 21st century is provided by a new breakthrough, Result-performance Management (R-pM). R-pM defines and organizes the enterprise business to utilize capital in performance to produce value in results through two entities: - Results: The economic outputs that are chained in value-quality chains - Performance Solutions: The breakdown of all capital into specific performance solutions for cost-effective utilization to produce value-quality results R-pM also defines the periods of time utilized for strategic, operational, and development planning. R-pM then manages the enterprise in three dimensions. - Result: To manage each economic output produced to generate revenues and reach objectives - Performance: To manage each performance solution utilized control costs and maximize profits - Management: To manage period by period to develop, gain the return, and carry out the strategy The enterprise creates value through results. Quality is an attribute of the results, not of the performance. Value must be added to results to justify improvement or development. Risk is the chance that a result will not be produced completely or on-time as planned. Costs are incurred through performance. The performance cost can only be charged against the value created in the results. Performance effectiveness puts quality into results. Performance capacity is needed to produce a volume of results. Performance improvement or development can produce benefit only by adding value to results. Performance uncertainty causes much of result risk. If the enterprise does not manage results and performance, it cannot manage costs, value, benefits, worth, volumes, quality, risk, uncertainty, and other attributes of results and performance. Managing results and performance presents many advantages to the 21st century enterprise: - There is one framework that describes business reality to manage all results produced and all performance solutions utilized, in both operations and development over time periods - The enterprise is dynamic to change results and performance solutions quickly and reorganize naturally with each change - All in the enterprise directly understand their role in terms of results and goals and performance and expectations - Personnel are performance solutions with assessable worth, who continually increase capabilities to produce higher-value results - Personnel understand that their capabilities are performance solutions utilized in a result value-quality chain, and that poor performance produces a low value-quality result that affects a chain of results - Personnel understand the relationship between the cost, effectiveness, capacity and uncertainty of performance and the value, quality, volume, and risk in the results they produce - Managers and professionals are deployed to results that are organized to employ their capabilities, and they are supported by professionals deployed for each category of solution that they utilize - The enterprise is simplified for planning and reporting into results, performance solutions, and the time period, providing one integrated management solution - Capital investment and development develops both results to provide value-added benefit and also performance solutions to create result value and incur the costs against the value - The enterprise strategy defines strategic result value to be created and governance ensures the transformation from current result value to strategic result value - Contrived 20th century methods and entities are abolished by describing all responsibilities in terms of results and performance solutions - An efficient and effective 21st century enterprise is created by standardizing performance and costs and differentiating in the value-quality of customer results - The enterprise can collaborate with other 21st century enterprises by re-linking result value-quality chains, since results are consistently defined and performance costs are standardized Author bio Arthur F. Carmazzi is the Principal founder of the Directive Communication Methodology and has 19 years experience specializing in psychological approaches to workforce enhancement and corporate culture transformation. arthur carmazzi and arthur carmazzi mp3
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