sts are incurred. R-pM deploys solutions to be utilized to the results to be produced to show total performance costs against the result value created.

R-pM manages the enterprise in three dimensions for ongoing advantage

- Result: Manage economic output to reach revenue goals

- Performance: Manage invested capital to reach profit-margin goals

- Management: Manage operations and development over time periods to reach return on investment and strategic value goals

R-pM develops new performance solutions over time to create value in new results. R-pM governs the enterprise over time to create strategic value.

By organizing and managing the business, R-pM eliminates unsolvable performance problems, such as re-organizations, intangible assets, misalignments, ad-hoc development, change management, and unknown costs. R-pM enables strategic value creation, result value-quality chains, transparent governance, beneficial development, result-performance optimization

Throughout the 20th century, various methods for operating and developing the business have been contrived and refined, becoming the conventional methods that we use today. We improve management and effect business change by overlaying new contrived methods on the existing methods in place. Even with all the improvements, we continue to have fundamental problems with re-organizations, intangible assets, cost control, alignment, etc. We are still looking for the one right way to organize and manage the enterprise.

Over the past decade, we implemented breakthroughs like business process re-engineering, business transformation methods, and enterprise resource planning. But, these turned out to be just new names and methods to do the same old things.

Why are there so many different ways to do the same thing? Why isn't there just one right way? It is simply because all of these different ways are wrong ways, and we do not know the one right way. Since all the different ways we do things are wrong, we can only define the right ways by identifying the wrong ways that are generally-accepted. The basis for our management methods is not that they are the fundamentally-sound and understood right away, but that they are the generally-accepted wrong way. When we come up with the one right way, it will be known and accepted, and all of the wrong ways will be obsolete.

Since the beginning of business, no one has ever stopped to think, "Is the way things have always been done the best way". What we do is to accept the way that things have always been done as the basis and try to improve the way that things have always been done.

New business methods contrive ways to alleviate the symptoms of fundamental problems inherent in the way things have always been done. This we can do ad infinitum without ever solving the problems. How many methods do we have and how many books have been written about corporate governance, business organization, change management, investment management, capital development, performance management, cost and value management, solution alignment, intangible assets, business collaboration, etc. Why do we keep coming up with new methods, if previous methods were supposed to have solved the problem?

Management improvement books are written using the existing body of knowledge or published record as the valid basis. Many of the books cut, reorganize, and paste what has already been written. Other books describe innovative ways enterprises are coping with contrived methods. These approaches prevent new breakthroughs and can, at best, produce some incremental improvement.

The problem is that conventional business organization and management methods do not organize and manage the business. Instead we contrived methods to organize and manage people, departments, functions, activities, duties, positions, tasks, and numerous other entities. Each method defines these entities in its own way. Each method is a overlay on the business that obscures business reality and compounds the problem of change.

We need to step back and take a completely new look at the basics of our business enterprise and build the one right way to organize and manage the business.

Conventional methods manage contrived entities, but fail to specifically identify and manage the only two entities that define the business and must be managed:

- Results: Specific economic outputs produced at any level from business performance

- Performance solutions: Specific invested capital utilized to produce specific results

These two entities are used in Result-performance Management (R-pM) to organize the enterprise. Any other entities used must be defined in terms of results produced and performance solutions utilized.

R-pM is a new breakthrough that defines the results that enterprise management wants to produce and adds and deletes results as needed. R-pM defines the capital utilized in performance solutions, to show how costs are incurred. R-pM deploys solutions to be utilized to the results to be produced to show total performance costs against the result value created.

R-pM manages the enterprise in three dimensions for ongoing advantage

- Result: Manage economic output to reach revenue goals

- Performance: Manage invested capital to reach profit-margin goals

- Management: Manage operations and development over time periods to reach return on investment and strategic value goals

R-pM develops new performance solutions over time to create value in new results. R-pM governs the enterprise over time to create strategic value.

By organizing and managing the business, R-pM eliminates unsolvable performance problems, such as re-organizations, intangible assets, misalignments, ad-hoc development, change management, and unknown costs. R-pM enables strategic value creation, result value-quality chains, transparent governance, beneficial development, result-performance optimization,

gs are wrong, we can only define the right ways by identifying the wrong ways that are generally-accepted. The basis for our management methods is not that they are the fundamentally-sound and understood right away, but that they are the generally-accepted wrong way. When we come up with the one right way, it will be known and accepted, and all of the wrong ways will be obsolete.

Since the beginning of business, no one has ever stopped to think, "Is the way things have always been done the best way". What we do is to accept the way that things have always been done as the basis and try to improve the way that things have always been done.

New business methods contrive ways to alleviate the symptoms of fundamental problems inherent in the way things have always been done. This we can do ad infinitum without ever solving the problems. How many methods do we have and how many books have been written about corporate governance, business organization, change management, investment management, capital development, performance management, cost and value management, solution alignment, intangible assets, business collaboration, etc. Why do we keep coming up with new methods, if previous methods were supposed to have solved the problem?

Management improvement books are written using the existing body of knowledge or published record as the valid basis. Many of the books cut, reorganize, and paste what has already been written. Other books describe innovative ways enterprises are coping with contrived methods. These approaches prevent new breakthroughs and can, at best, produce some incremental improvement.

The problem is that conventional business organization and management methods do not organize and manage the business. Instead we contrived methods to organize and manage people, departments, functions, activities, duties, positions, tasks, and numerous other entities. Each method defines these entities in its own way. Each method is a overlay on the business that obscures business reality and compounds the problem of change.

We need to step back and take a completely new look at the basics of our business enterprise and build the one right way to organize and manage the business.

Conventional methods manage contrived entities, but fail to specifically identify and manage the only two entities that define the business and must be managed:

- Results: Specific economic outputs produced at any level from business performance

- Performance solutions: Specific invested capital utilized to produce specific results

These two entities are used in Result-performance Management (R-pM) to organize the enterprise. Any other entities used must be defined in terms of results produced and performance solutions utilized.

R-pM is a new breakthrough that defines the results that enterprise management wants to produce and adds and deletes results as needed. R-pM defines the capital utilized in performance solutions, to show how costs are incurred. R-pM deploys solutions to be utilized to the results to be produced to show total performance costs against the result value created.

R-pM manages the enterprise in three dimensions for ongoing advantage

- Result: Manage economic output to reach revenue goals

- Performance: Manage invested capital to reach profit-margin goals

- Management: Manage operations and development over time periods to reach return on investment and strategic value goals

R-pM develops new performance solutions over time to create value in new results. R-pM governs the enterprise over time to create strategic value.

By organizing and managing the business, R-pM eliminates unsolvable performance problems, such as re-organizations, intangible assets, misalignments, ad-hoc development, change management, and unknown costs. R-pM enables strategic value creation, result value-quality chains, transparent governance, beneficial development, result-performance optimization

agement, capital development, performance management, cost and value management, solution alignment, intangible assets, business collaboration, etc. Why do we keep coming up with new methods, if previous methods were supposed to have solved the problem?

Management improvement books are written using the existing body of knowledge or published record as the valid basis. Many of the books cut, reorganize, and paste what has already been written. Other books describe innovative ways enterprises are coping with contrived methods. These approaches prevent new breakthroughs and can, at best, produce some incremental improvement.

The problem is that conventional business organization and management methods do not organize and manage the business. Instead we contrived methods to organize and manage people, departments, functions, activities, duties, positions, tasks, and numerous other entities. Each method defines these entities in its own way. Each method is a overlay on the business that obscures business reality and compounds the problem of change.

We need to step back and take a completely new look at the basics of our business enterprise and build the one right way to organize and manage the business.

Conventional methods manage contrived entities, but fail to specifically identify and manage the only two entities that define the business and must be managed:

- Results: Specific economic outputs produced at any level from business performance

- Performance solutions: Specific invested capital utilized to produce specific results

These two entities are used in Result-performance Management (R-pM) to organize the enterprise. Any other entities used must be defined in terms of results produced and performance solutions utilized.

R-pM is a new breakthrough that defines the results that enterprise management wants to produce and adds and deletes results as needed. R-pM defines the capital utilized in performance solutions, to show how costs are incurred. R-pM deploys solutions to be utilized to the results to be produced to show total performance costs against the result value created.

R-pM manages the enterprise in three dimensions for ongoing advantage

- Result: Manage economic output to reach revenue goals

- Performance: Manage invested capital to reach profit-margin goals

- Management: Manage operations and development over time periods to reach return on investment and strategic value goals

R-pM develops new performance solutions over time to create value in new results. R-pM governs the enterprise over time to create strategic value.

By organizing and managing the business, R-pM eliminates unsolvable performance problems, such as re-organizations, intangible assets, misalignments, ad-hoc development, change management, and unknown costs. R-pM enables strategic value creation, result value-quality chains, transparent governance, beneficial development, result-performance optimization

hat obscures business reality and compounds the problem of change.

We need to step back and take a completely new look at the basics of our business enterprise and build the one right way to organize and manage the business.

Conventional methods manage contrived entities, but fail to specifically identify and manage the only two entities that define the business and must be managed:

- Results: Specific economic outputs produced at any level from business performance

- Performance solutions: Specific invested capital utilized to produce specific results

These two entities are used in Result-performance Management (R-pM) to organize the enterprise. Any other entities used must be defined in terms of results produced and performance solutions utilized.

R-pM is a new breakthrough that defines the results that enterprise management wants to produce and adds and deletes results as needed. R-pM defines the capital utilized in performance solutions, to show how costs are incurred. R-pM deploys solutions to be utilized to the results to be produced to show total performance costs against the result value created.

R-pM manages the enterprise in three dimensions for ongoing advantage

- Result: Manage economic output to reach revenue goals

- Performance: Manage invested capital to reach profit-margin goals

- Management: Manage operations and development over time periods to reach return on investment and strategic value goals

R-pM develops new performance solutions over time to create value in new results. R-pM governs the enterprise over time to create strategic value.

By organizing and managing the business, R-pM eliminates unsolvable performance problems, such as re-organizations, intangible assets, misalignments, ad-hoc development, change management, and unknown costs. R-pM enables strategic value creation, result value-quality chains, transparent governance, beneficial development, result-performance optimization

sts are incurred. R-pM deploys solutions to be utilized to the results to be produced to show total performance costs against the result value created.

R-pM manages the enterprise in three dimensions for ongoing advantage

- Result: Manage economic output to reach revenue goals

- Performance: Manage invested capital to reach profit-margin goals

- Management: Manage operations and development over time periods to reach return on investment and strategic value goals

R-pM develops new performance solutions over time to create value in new results. R-pM governs the enterprise over time to create strategic value.

By organizing and managing the business, R-pM eliminates unsolvable performance problems, such as re-organizations, intangible assets, misalignments, ad-hoc development, change management, and unknown costs. R-pM enables strategic value creation, result value-quality chains, transparent governance, beneficial development, result-performance optimization, business collaboration, consulting professionalism, solution-sharing, and many other advantages prevented by contrived methods.

When we employ R-pM, we have the one fundamental right way to organize and manage any enterprise for the 21st century. We can then get rid of all the obsolete wrong ways and eliminate the unsolvable 20th century problems we all face.