Performance Improvement Benchmarking
Knowledge Management & Organisational Learning Change Management Performance Improvement Benchmarking
I can help you by:
Engaging your top team in the advantages of knowledge-based benchmarking.
Taking your team through a workshop to generate an effective self-assessment tool (maturity model).
Facilitating self-assessment workshops which discover good practices, generate actions and increase collaboration.
Training your people to run the self-assessment workshops for themselves.
Creating the "River diagram" and "Stairs diagram" analysis which presents the results in a compelling way.
Providing a number of knowledge management and change interventions to close the gaps and raise company-wide performance.
Engaging your top team in the advantages of knowledge-based benchmarking.
Taking your team through a workshop to generate an effective self-assessment tool (maturity model).
Facilitating self-assessment workshops which discover good practices, generate actions and increase collaboration.
Training your people to run the self-assessment workshops for themselves.
Creating the "River diagram" and "Stairs diagram" analysis which presents the results in a compelling way.
Providing a number of knowledge management and change interventions to close the gaps and raise company-wide performance.
Wherever you look today, people are searching for an improvement in performance. Benchmarking is a popular way to define "good practice", measure performance and identify gaps.
Unfortunately, benchmarking activities can often generate a "league table" mentality and reduce collaboration between business units and departments. Rather than sharing what they know, people start to hoard knowledge because it gives them an advantage over their peers - "knowledge is power".
When it comes to the gap analysis, people can feel that unrealistic targets are imposed on them, with no buy-in and no support to reach out to. You may end up with a change management problem on your hands.
Whilst working with BP in 2001, I jointly developed an approach to benchmarking and self-assessment which overcame these negative aspects, and resulted in good practices being discovered and shared. The result was a high-performing culture that recognised that "knowledge-sharing is power". It proved to be an entirely new way to improve performance; I descibe the approach as benchsharing™.
Unfortunately, benchmarking activities can often generate a "league table" mentality and reduce collaboration between business units and departments. Rather than sharing what they know, people start to hoard knowledge because it gives them an advantage over their peers - "knowledge is power".
When it comes to the gap analysis, people can feel that unrealistic targets are imposed on them, with no buy-in and no support to reach out to. You may end up with a change management problem on your hands.
Whilst working with BP in 2001, I jointly developed an approach to benchmarking and self-assessment which overcame these negative aspects, and resulted in good practices being discovered and shared. The result was a high-performing culture that recognised that "knowledge-sharing is power". It proved to be an entirely new way to improve performance; I descibe the approach as benchsharing™.
Since that time, our approach has been adopted by many other organisations:
UNAIDS, UNITAR and the World Health Organisation (for building AIDS competence and in the fight against malaria)
Orange (for their Learning and Development processes)
Oracle (for checking the health of their consulting networks)
GCHQ (for assessing employee engagement)
Centrica (project management capabilities)
NHS (infection control)
Department of Health and UK Regional Government (Using it to benchmark KM and analytical capability)
Henley Management College (assessing the effectiveness of document management in organisations)
UNAIDS, UNITAR and the World Health Organisation (for building AIDS competence and in the fight against malaria)
Orange (for their Learning and Development processes)
Oracle (for checking the health of their consulting networks)
GCHQ (for assessing employee engagement)
Centrica (project management capabilities)
NHS (infection control)
Department of Health and UK Regional Government (Using it to benchmark KM and analytical capability)
Henley Management College (assessing the effectiveness of document management in organisations)
Click on the "river diagram" or "stairs diagram" for more details.
