we manage contrived entities like functions and processes that are indirectly changed.

R-pM change management principles

R-pM principles make fundamental changes to business change.

- Organize the business and eliminate re-organization by changing automatically, as results produced change

- Assign direct responsibility for results and performance solutions, so that all participate in the business context

- Define results to create value through change and manage change to produce the value

- Structure performance capital by capability and assign professionals to manage the capital, the performance of the capital, and change to the capital

- Manage capital operation to make solutions available, capital development to build capital worth, and capital utilization to add value to results

- Manage change, solution by solution, as solutions are redeployed or as new solutions are deployed to produce results

- Organize change projects and responsibilities properly to provide roles for those responsible for result

According to the Business Change Forum, change management is one of the top 10 management problems in the 20th century enterprise. Change management is a problem because we do not manage results produced as economic outputs from the business and we do not manage the capital utilized in performance solutions to incur performance costs and create result value. Results and performance solutions define the business. The business changes each time a new result is produced or a new solution is utilized.

Result-performance Management provides the answer by organizing the 21st century enterprise through results and performance solutions. Human capital are performance solutions utilized to produce results. Review the R-pM community download “How to Manage Business Change” to take the mystery out of business change and to organize the business to change gradually with business change. Review the top 10 management problems at Businesschangeforum

Conventional methods do not provide a foundation for change

Over the past decade, many new business methods became popular, such as business process re-engineering, enterprise resource planning, and various methods of business re-organization. Most enterprises discovered that they do not have a strong foundation for business change. It is a departure from the norm, they do not have the proper resources, management doesn’t have the time, change objectives are not well defined or understood, etc. As business change and methods got more sophisticated, these problems became more acute.

The lack of a strong change foundation prompts enterprises to use business change consultants to implement the business change. Consultants can alleviate some problems, but they cannot provide the foundation for business change. Consultant implementation methods concentrate on solution implementation and performance improvement, which aggravate the problem of change.

Enterprises end up with common business change problems. Management and staff resist the changes, many changes are never implemented or utilized properly, and it is difficult to see where they really benefit from change.

Consultant “change management” addresses symptoms, but does not solve the problem

Recognizing the problem, the consultants developed a new line of “change management” services. The services addressed the symptoms of the problems in communications, behaviour, outlook, etc. rather than the fundamental problems of change mismanagement.

Factors in change mismanagement

We need change management services, because we mismanage change due to several factors:

- The improper objective to implement change, rather than to benefit from change

- Implementing the cost of the change solution, rather than methods that utilize the solution to gain benefits

- Change through re-organizations and upheaval, rather than as part of the routine

- Poor foundation for change, so change is managed by consultants with ad-hoc projects, improvement methodologies, indifferent management support, no management of the return, and other problems that make success so elusive

- Failure to manage performance capital, since most capital is “intangible” or administered to keep it operating, rather than managed for change, improvement, and utilization to produce benefit

- Creating change management problems by trying to improve user performance, rather than enabling users to do new things they could not do before

- Lack of a systematic way to develop the benefits of change and the return on change investments.

We can eliminate change management problems and the need for change management consulting by using Result-performance Management (R-pM) to professionally manage the capital we utilize.

R-pM is a breakthrough to eliminate change management problems

R-pM is a new breakthrough that eliminates the common problems of change, by directly managing the only two entities that change.

1.The results produced as the economic outputs of performance

2.The performance solutions that organize the capital utilized in performance

Conventional 20th century methods do not manage results and performance. Since, we cannot directly manage the things that change, we manage contrived entities like functions and processes that are indirectly changed.

R-pM change management principles

R-pM principles make fundamental changes to business change.

- Organize the business and eliminate re-organization by changing automatically, as results produced change

- Assign direct responsibility for results and performance solutions, so that all participate in the business context

- Define results to create value through change and manage change to produce the value

- Structure performance capital by capability and assign professionals to manage the capital, the performance of the capital, and change to the capital

- Manage capital operation to make solutions available, capital development to build capital worth, and capital utilization to add value to results

- Manage change, solution by solution, as solutions are redeployed or as new solutions are deployed to produce results

- Organize change projects and responsibilities properly to provide roles for those responsible for results

became popular, such as business process re-engineering, enterprise resource planning, and various methods of business re-organization. Most enterprises discovered that they do not have a strong foundation for business change. It is a departure from the norm, they do not have the proper resources, management doesn’t have the time, change objectives are not well defined or understood, etc. As business change and methods got more sophisticated, these problems became more acute.

The lack of a strong change foundation prompts enterprises to use business change consultants to implement the business change. Consultants can alleviate some problems, but they cannot provide the foundation for business change. Consultant implementation methods concentrate on solution implementation and performance improvement, which aggravate the problem of change.

Enterprises end up with common business change problems. Management and staff resist the changes, many changes are never implemented or utilized properly, and it is difficult to see where they really benefit from change.

Consultant “change management” addresses symptoms, but does not solve the problem

Recognizing the problem, the consultants developed a new line of “change management” services. The services addressed the symptoms of the problems in communications, behaviour, outlook, etc. rather than the fundamental problems of change mismanagement.

Factors in change mismanagement

We need change management services, because we mismanage change due to several factors:

- The improper objective to implement change, rather than to benefit from change

- Implementing the cost of the change solution, rather than methods that utilize the solution to gain benefits

- Change through re-organizations and upheaval, rather than as part of the routine

- Poor foundation for change, so change is managed by consultants with ad-hoc projects, improvement methodologies, indifferent management support, no management of the return, and other problems that make success so elusive

- Failure to manage performance capital, since most capital is “intangible” or administered to keep it operating, rather than managed for change, improvement, and utilization to produce benefit

- Creating change management problems by trying to improve user performance, rather than enabling users to do new things they could not do before

- Lack of a systematic way to develop the benefits of change and the return on change investments.

We can eliminate change management problems and the need for change management consulting by using Result-performance Management (R-pM) to professionally manage the capital we utilize.

R-pM is a breakthrough to eliminate change management problems

R-pM is a new breakthrough that eliminates the common problems of change, by directly managing the only two entities that change.

1.The results produced as the economic outputs of performance

2.The performance solutions that organize the capital utilized in performance

Conventional 20th century methods do not manage results and performance. Since, we cannot directly manage the things that change, we manage contrived entities like functions and processes that are indirectly changed.

R-pM change management principles

R-pM principles make fundamental changes to business change.

- Organize the business and eliminate re-organization by changing automatically, as results produced change

- Assign direct responsibility for results and performance solutions, so that all participate in the business context

- Define results to create value through change and manage change to produce the value

- Structure performance capital by capability and assign professionals to manage the capital, the performance of the capital, and change to the capital

- Manage capital operation to make solutions available, capital development to build capital worth, and capital utilization to add value to results

- Manage change, solution by solution, as solutions are redeployed or as new solutions are deployed to produce results

- Organize change projects and responsibilities properly to provide roles for those responsible for result

.

Consultant “change management” addresses symptoms, but does not solve the problem

Recognizing the problem, the consultants developed a new line of “change management” services. The services addressed the symptoms of the problems in communications, behaviour, outlook, etc. rather than the fundamental problems of change mismanagement.

Factors in change mismanagement

We need change management services, because we mismanage change due to several factors:

- The improper objective to implement change, rather than to benefit from change

- Implementing the cost of the change solution, rather than methods that utilize the solution to gain benefits

- Change through re-organizations and upheaval, rather than as part of the routine

- Poor foundation for change, so change is managed by consultants with ad-hoc projects, improvement methodologies, indifferent management support, no management of the return, and other problems that make success so elusive

- Failure to manage performance capital, since most capital is “intangible” or administered to keep it operating, rather than managed for change, improvement, and utilization to produce benefit

- Creating change management problems by trying to improve user performance, rather than enabling users to do new things they could not do before

- Lack of a systematic way to develop the benefits of change and the return on change investments.

We can eliminate change management problems and the need for change management consulting by using Result-performance Management (R-pM) to professionally manage the capital we utilize.

R-pM is a breakthrough to eliminate change management problems

R-pM is a new breakthrough that eliminates the common problems of change, by directly managing the only two entities that change.

1.The results produced as the economic outputs of performance

2.The performance solutions that organize the capital utilized in performance

Conventional 20th century methods do not manage results and performance. Since, we cannot directly manage the things that change, we manage contrived entities like functions and processes that are indirectly changed.

R-pM change management principles

R-pM principles make fundamental changes to business change.

- Organize the business and eliminate re-organization by changing automatically, as results produced change

- Assign direct responsibility for results and performance solutions, so that all participate in the business context

- Define results to create value through change and manage change to produce the value

- Structure performance capital by capability and assign professionals to manage the capital, the performance of the capital, and change to the capital

- Manage capital operation to make solutions available, capital development to build capital worth, and capital utilization to add value to results

- Manage change, solution by solution, as solutions are redeployed or as new solutions are deployed to produce results

- Organize change projects and responsibilities properly to provide roles for those responsible for result

is “intangible” or administered to keep it operating, rather than managed for change, improvement, and utilization to produce benefit

- Creating change management problems by trying to improve user performance, rather than enabling users to do new things they could not do before

- Lack of a systematic way to develop the benefits of change and the return on change investments.

We can eliminate change management problems and the need for change management consulting by using Result-performance Management (R-pM) to professionally manage the capital we utilize.

R-pM is a breakthrough to eliminate change management problems

R-pM is a new breakthrough that eliminates the common problems of change, by directly managing the only two entities that change.

1.The results produced as the economic outputs of performance

2.The performance solutions that organize the capital utilized in performance

Conventional 20th century methods do not manage results and performance. Since, we cannot directly manage the things that change, we manage contrived entities like functions and processes that are indirectly changed.

R-pM change management principles

R-pM principles make fundamental changes to business change.

- Organize the business and eliminate re-organization by changing automatically, as results produced change

- Assign direct responsibility for results and performance solutions, so that all participate in the business context

- Define results to create value through change and manage change to produce the value

- Structure performance capital by capability and assign professionals to manage the capital, the performance of the capital, and change to the capital

- Manage capital operation to make solutions available, capital development to build capital worth, and capital utilization to add value to results

- Manage change, solution by solution, as solutions are redeployed or as new solutions are deployed to produce results

- Organize change projects and responsibilities properly to provide roles for those responsible for result

we manage contrived entities like functions and processes that are indirectly changed.

R-pM change management principles

R-pM principles make fundamental changes to business change.

- Organize the business and eliminate re-organization by changing automatically, as results produced change

- Assign direct responsibility for results and performance solutions, so that all participate in the business context

- Define results to create value through change and manage change to produce the value

- Structure performance capital by capability and assign professionals to manage the capital, the performance of the capital, and change to the capital

- Manage capital operation to make solutions available, capital development to build capital worth, and capital utilization to add value to results

- Manage change, solution by solution, as solutions are redeployed or as new solutions are deployed to produce results

- Organize change projects and responsibilities properly to provide roles for those responsible for results and those responsible for performance solutions

- Develop the performance dimensions to build new solutions, and the result dimension to add value to results

- Ensure management acceptance of change through accepted goals and expectations

- Integrate the utilization of performance capital in operation to produce results in the management dimension

- Manage development as an enterprise and utilize consultants in partnership for successful change

R-pM takes the mystery out of business change

R-pM can be employed as an application to manage business change in the 20th century enterprise, and provide a foundation for transition to a 21st century enterprise. Utilize R-pM for your next business change to eliminate change mismanagement, and gain the flexibility for fast and well-managed change to compete in the 21st century.