To summarize this chapter, here are some do's and don'ts for successful benchmarking:
Requirements for success
Use goal-oriented management ” measure and monitor everything; link to compensation plan.
Start small and showcase.
Recognize that conflict is inevitable because of the need to share resources to reach conflicting goals. Management has to make tough decisions to resolve the healthy conflict.
Link goals to action plans.
Understand that adequate resources are necessary to ensure the success of the plan.
Ensure continuing top management support with the recognition that benchmarking does not necessarily supply a quick fix.
Place emphasis both on the result (what to do) and the process (how to do it).
Accept the concept of constant, incremental change.
A blend of analytical and intuitive skills requiring the ability to synthesize sometimes ambiguous data is needed.
Be willing to admit that change or improvement is possible and perhaps desirable.
Focus on the needs of specific target market segments and business strategy when setting the priorities to benchmark.
Create a corporate culture that thrives on learning and self-improvement with constant, though gradual, change. Constantly apply the Plan, Do, Check, Act cycle.
Use Statistical Process Control to determine when events, results, or processes are out of control.
Change the role of middle management. The middle manager is no longer "the boss." Middle managers must encourage and enable workers to think.
Common mistakes
Giving lip service to the process and not providing the resources to get the job done properly
Failure to effectively communicate the benchmark findings and drive them to implementation: all analysis and no action
Failure to precisely define the expected results of benchmark improvement and to monitor actual performance (In the absence of this, no organizational learning occurs.)
Lack of a comprehensive prioritization of the benchmarking projects to ensure the best cost/benefit results
The expectation of quick results and a short- term focus on quarterly earnings
Lack of constant purpose, focus, and direction
Failure to implement results in small size , meaningful modules with specific deliverables; looking for "the" big win
Unwillingness to face the reality of a situation and recognize that change is necessary and that hard choices have to be made
Not drawing the correct balance between required accuracy and the practical ability to achieve better results; 100 percent accuracy, certainty , or performance is not required
Failure to recognize that the early follower is almost as profitable as the pioneer and sometimes even more so
Reliance on executive office analysis versus observation of the hands-on experience of others both within and outside the company
Focus on problem reduction and not problems avoidance
Failure to realize that, in most cases, benchmarking follows strategy
Failure to recognize the constantly rising level of expectations in the marketplace
Lack of contingency planning
Failure to get participation at all levels and to break down interdepartmental barriers so that the total resources of the organization can be focused on the solution to common problems