Over the last year, I have been busy running benchmarking workshops in Bahrain, Kuwait, UAE, Singapore and the United Kingdom. The training addresses the misconceptions surrounding benchmarking and aims to increase the professionalism of benchmarking through a certification scheme.
- 25% of respondents that used benchmarking had not been trained in benchmarking and another 30% of respondents indicated that “only a few of the employees had received training or that training was rarely given”.
- 30% of respondents that used benchmarking do not follow a particular benchmarking methodology when conducting benchmarking projects.
- 25% of respondents do not follow (or rarely follow) a benchmarking code of conduct when undertaking a benchmarking project.
- 30% of respondents “do not, rarely, or sometimes” develop a project brief for their benchmarking project specifying the aim, scope, sponsor, and members of the benchmarking team – thus indicating poor project planning.
- 35% of respondents do not (or rarely) undertake a cost and benefits analysis of the project once it is completed.
a) are focused on key areas of importance
b) have the buy-in of key stakeholders at each and every step of the project
TRADE significantly increases the likelihood that best practices will be found, often resulting in breakthrough improvements. On average, as identified in COER’s study, successful benchmarking projects produce a return of more than US$250,000 – therefore it is well worth investing the time in learning and adopting a proven methodology.
To help organisations learn more about benchmarking, COER has just launched a series of You Tube videos on benchmarking showing snippets from a presentation I gave at the Business Excellence Global Conference in Singapore:
I hope that you find them useful. Good luck with your benchmarking efforts!
Dr Robin Mann, Commercial Director and Part-Owner, BPIR.com Limited, firstname.lastname@example.org
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