Have a benchmarking spirit Tutorial

Unlock the power of benchmarking with 'Have a Benchmarking Spirit.' This insightful video dives deep into the essential practice of comparing your organization against the best, fostering innovation and continuous improvement. Discover how to leverage insights from competitors and internal teams alike. Whether you're a manager or part of a project, learn to implement actionable strategies that will inspire change and lead your organization to success in agility and adaptation.

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résultat(s)
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a reference.
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Benchmarking is to compare yourself to references,
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services,
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companies to keep and apply the best practices
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used for years by marketing professions in their analysis of competition,
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benchmarking is making a place for itself in all trades and services.
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There are always good practices around us that it's right to learn from.
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In a process of innovation and continuous improvement,
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I would go so far as to say that benchmarking
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is essential and must be a tool for every manager.
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Benchmarking on what?
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The answer is simple on everything,
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anything that can be compared.
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An organization.
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Go and see how the competitor has made its organization a learning organization.
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A project,
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how digitization came about in our peers.
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A service,
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how the after sales service of our German subsidiary works,
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a tool.
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How the neighboring company uses its new CRM.
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A product.
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What does the new telephony pack of the new entrant in the market look like?
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A strategy.
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What is the strategy of the company that has
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become the leader in the US emailing market?
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Who should you benchmark with?
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Everyone.
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Although it's more obvious to observe the best,
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it is also very interesting to observe the
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failures and thus discover the pitfalls to avoid.
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I recommend going to watch the competitors and particularly
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the best of class or the best of breed,
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as we say in the world of benchmarking.
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Know their products,
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their new products,
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and discover
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how they are made,
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their logistics,
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and their commercialization.
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Look for relevant information about them
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in specialized magazines or by maintaining the right network.
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The more quantified information you get,
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the more you will know if their product and practices are effective.
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It is sometimes difficult to obtain some of this confidential information.
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You will mainly have access to visible data on products and services.
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Another type of benchmarking,
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generic benchmarking.
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You will seek information from a company that is not a competitor
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because it is in another sector of the market.
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For example,
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a mail order business selling very different products,
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a company that has set up an organization in project mode as you intend to do.
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This company becomes a benchmark model.
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It is because you have taken care of your network that
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you will be able to access precise information on these host companies
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that are not in your field of activity.
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You can organize a visit to their site or
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receive one of their engineers for an afternoon.
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For large organizations,
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I also recommend internal benchmarking.
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You compare best practices internally
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between departments,
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subsidiaries,
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sites,
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or stores.
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The advantage is the accessibility of data and actors.
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You can have your team visit the Northeast site because
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they are the first to test a new tool.
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Employees are reassured they can ask their questions.
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They come away from a visit like this one feeling considered.
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They are more convinced than any speech because no one has tried to convince them.
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They were able to make up their own minds.
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These employees will likely be the driving force behind change.
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After several visits,
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it will be hundreds of employees who will be in favor of the change.
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Internal benchmarking can be done in the form of a site visit or simply a discussion.
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Exchange regularly with colleagues from other teams during seminars,
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lunches,
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or simply by email.
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Exchange information
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about successes and failures,
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even at the coffee machine.
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Benchmarking is an attitude,
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a curiosity about what is happening elsewhere internally and externally.
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A business executive said
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those who are curious about what is going on outside
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always end up succeeding.
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Why benchmarking
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to feed the company and the teams in ideas,
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to inspire their desire for changes.
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Even negative benchmarks will facilitate choices.
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And anyway,
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a picture is worth 1000 words.
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You can try to convince people of the value of an organization in agile mode.
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Nothing will be more valuable than the testimony of the people who live it.
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Nothing will be more valuable than a visit to a company.
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Nothing will replace the sharing of experience.
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Allow your employees to see,
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touch,
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smell,
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hear.
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It will be more real,
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more concrete,
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more credible,
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and they will have their questions answered.
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The choice of the person who will convey the messages is therefore essential.
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Is it an internal manager recognized,
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appreciated,
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in whom we trust?
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Is it a subsidiary of another company whose neutrality we are sure of?
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The impact of testimonial from an intern or an extern is not the same,
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depending on the subject and the trust.
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Benchmarking also has its risks.
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The risk that Some employees,
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and there will always be some who will see the setbacks
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of the practices that are offered to them as a model
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and have a completely different idea of the change.
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They may come back more reluctant or suspicious of their visits.
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This is a risk to be weighed.
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How to benchmark.
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The methods are numerous.
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The exchange of practices during a seminar or lunch is benchmarking.
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Access information through Issues Watch,
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reading specialized blogs or magazines,
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attending conferences or being part of clubs or networks,
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searching the information on the net,
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going to a specialized exhibition.
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Make company visits,
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perfect for alleviating the fears of change.
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Employees understand
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that what they imagined to be new already exists elsewhere.
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Have external or internal people testify.
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Use what is happening elsewhere
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to make people think and move the boundaries internally.
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Always remember to ask the question.
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OK,
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now that we have this information,
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what are we gonna do with it?
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There are different types of benchmarking,
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simple benchmarking based on information monitoring,
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reading,
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research,
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meeting.
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Each employee can contribute to this daily benchmarking.
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I invite you to share the information gathered in
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a team meeting or on your collaborative platform.
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This information will maintain the dynamic of
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innovation and continuous improvement within the teams,
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a benchmarking to facilitate a change
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that has already been decided.
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Through testimonials,
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exchanges of practice and visits,
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change agents dispel the questions and fears
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of those who will experience the change.
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A benchmarking to grow teams and fuel innovation.
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Arna Tonala,
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consultant in change management,
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attests to this.
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When setting up autonomous teams,
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he used this benchmarking lever.
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Its contribution consisted of finding efficient factories and
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bringing in groups of 10 to 15 people,
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operators and supervisors.
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Once there,
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they were taken care of by the host company.
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The consultant only intervened at the end of the day to get the group thinking.
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What had they seen?
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What were the good ideas?
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What could be applied quickly?
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He also asked the group to give feedback to
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the managers of the company that had invited them.
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Feedback is always greatly appreciated.
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Once back,
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the visitors were instructed to present to
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the board what they had seen and remembered
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and to have them think about one or two ideas to implement right away.
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Is there a structured method of benchmarking?
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Yes.
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Here is a 10 step method presented by Laurent Granger,
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founder of the Manager Go blog.
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One,
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define the scope of the study.
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Is it a product,
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a service,
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a process?
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What do you want to improve on?
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2,
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choose the standard.
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Who do you want to compare yourself to?
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Is it an internal or external model?
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3,
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select the information collection methods.
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How will you access the information?
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Do not admit the quantitative information that you
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will be most objective on in your analysis.
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4,
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determine the differences and their causes.
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What are our differences,
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particularly in figures,
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and what are the reasons?
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5,
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set the performance thresholds to be reached.
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What goals do you set yourself?
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6,
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communicate the results of the benchmarking study phase in order to gain buy-in
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from staff who will be impacted by the new goals and changes.
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7,
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set functional goals.
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Break down the expected change into concrete objectives for each employee.
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8,
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develop the action plan with the HWWNWWW.
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The how,
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what,
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when,
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how much,
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where,
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who,
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why.
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Implement the action plan.
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Regularly reassess the references of your benchmark company and the
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credibility of the performance thresholds you have set for yourself.
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Adjust constantly.

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