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Benchmarking
Benchmarking
Benchmarking has a central place among management techniques. Its flexibility as a means to overcome rigid company structures, to identify potential for optimizing processes, and to support decision making about strategic orientation makes benchmarking so successful.
In addition to the classical comparison of companies, benchmarking provides support in systematically examing rational processes and methodologies as well as finding solutions for specific problems outside of your company.
Evidence that other companies are putting new ideas into daily practice is one of the most important benefits, as it boosts motivation among your own associates. Looking beyond the boundaries enables companies to improve. That is why benchmarking is an efficient tool for increasing the performance of companies in all industrial sectors.
Learning from the best
The point of benchmarking is not to highlight differences between companies, but instead to clearly identify best practices which help to achieve competitive advantage. Benchmarking is mainly characterized by the question: “What do others do better and what can we learn from them?” The focus is on seeking guidance from the best!
Internal benchmarking allows company units to grade their performance in line with the best performing units, as well as those with the most potential for improvement. In this case too, the focus is on seeking guidance from the best, not on pointing fingers at poor performance.
In addition to internal benchmarking on a departmental level, EUCUSA also offers external benchmarking on the basis of key indicators. To facilitate this, EUCUSA has developed the EESI data base (European Employee Satisfaction Index). This data base stores the results of over 250 projects with over 70 large companies.
If big gaps exist between your results and the results of the best in class, EUCUSA offers support in initiating cross-sector benchmarking projects. As a first step, a data base search of key aspects identifies the best performing companies. EUCUSA will then contact them to clarify their willingness to participate in a benchmarking project.
Fig: Example of a benchmarking graph in the dimension “leadership”
It all seems very simple, yet in real life there are many obstacles and hurdles. There is the widespread fear of sharing internal knowledge with external partners, seemingly without compensation.
Because of the many necessary steps, benchmarking projects tend to last for six to twelve months, and therefore the danger of “falling asleep” should not be underestimated. External project supporters provide the necessary motivation and keep the process alive.
Experience has shown that the highest risk for a successful project lies in the implementation of results. Though many valuable ideas for improvement are generated, sometimes they are not put into practice. In those cases, external consultants can be used to provide the necessary impetus to get things done.
Benchmarking has a central place among management techniques. Its flexibility as a means to overcome rigid company structures, to identify potential for optimizing processes, and to support decision making about strategic orientation makes benchmarking so successful.
In addition to the classical comparison of companies, benchmarking provides support in systematically examing rational processes and methodologies as well as finding solutions for specific problems outside of your company.
Evidence that other companies are putting new ideas into daily practice is one of the most important benefits, as it boosts motivation among your own associates. Looking beyond the boundaries enables companies to improve. That is why benchmarking is an efficient tool for increasing the performance of companies in all industrial sectors.
Learning from the best
The point of benchmarking is not to highlight differences between companies, but instead to clearly identify best practices which help to achieve competitive advantage. Benchmarking is mainly characterized by the question: “What do others do better and what can we learn from them?” The focus is on seeking guidance from the best!
Internal benchmarking allows company units to grade their performance in line with the best performing units, as well as those with the most potential for improvement. In this case too, the focus is on seeking guidance from the best, not on pointing fingers at poor performance.
In addition to internal benchmarking on a departmental level, EUCUSA also offers external benchmarking on the basis of key indicators. To facilitate this, EUCUSA has developed the EESI data base (European Employee Satisfaction Index). This data base stores the results of over 250 projects with over 70 large companies.
If big gaps exist between your results and the results of the best in class, EUCUSA offers support in initiating cross-sector benchmarking projects. As a first step, a data base search of key aspects identifies the best performing companies. EUCUSA will then contact them to clarify their willingness to participate in a benchmarking project.
Fig: Example of a benchmarking graph in the dimension “leadership”
It all seems very simple, yet in real life there are many obstacles and hurdles. There is the widespread fear of sharing internal knowledge with external partners, seemingly without compensation.
Because of the many necessary steps, benchmarking projects tend to last for six to twelve months, and therefore the danger of “falling asleep” should not be underestimated. External project supporters provide the necessary motivation and keep the process alive.
Experience has shown that the highest risk for a successful project lies in the implementation of results. Though many valuable ideas for improvement are generated, sometimes they are not put into practice. In those cases, external consultants can be used to provide the necessary impetus to get things done.
