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Benchmarking is to compare yourself to references,
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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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how digitization came about in our peers.
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how the after sales service of our German subsidiary works,
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How the neighboring company uses its new CRM.
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What does the new telephony pack of the new entrant in the market look like?
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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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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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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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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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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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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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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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It will be more real,
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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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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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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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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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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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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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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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Here is a 10 step method presented by Laurent Granger,
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founder of the Manager Go blog.
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define the scope of the study.
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Is it a product,
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What do you want to improve on?
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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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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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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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set the performance thresholds to be reached.
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What goals do you set yourself?
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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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set functional goals.
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Break down the expected change into concrete objectives for each employee.
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develop the action plan with the HWWNWWW.
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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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