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Benchmark your Business


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A simple and pragnatic way to benchmark your business, whatever its size, against the structure and techniques of the Enstrata Business Model ( EBM )

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Benchmark your Business

  1. 1. Benchmark your Business The EBM Challenges John Hall To challenge what you do is to strengthen what you do
  2. 2. The Challenges <ul><li>The Purpose challenge </li></ul><ul><li>The Positioning challenge </li></ul><ul><li>The Identity challenge </li></ul><ul><li>The Perceptions challenge </li></ul><ul><li>The Trust challenge </li></ul><ul><li>The Customer challenge </li></ul><ul><li>The Productivity challenge </li></ul><ul><li>The Innovation challenge </li></ul><ul><li>Optional Challenges </li></ul><ul><li>The Leadership Challenge </li></ul><ul><li>The Engagement Challenge </li></ul>
  3. 3. Nature of Challenges <ul><li>Pragmatic rather than perfect </li></ul><ul><li>Four questions per challenge </li></ul><ul><ul><li>You score each question </li></ul></ul><ul><ul><li>You note your score </li></ul></ul><ul><ul><li>You add up your scores </li></ul></ul><ul><li>Simple Benchmarking Process </li></ul><ul><li>You review what needs attention </li></ul><ul><li>You act on the result </li></ul>
  4. 4. Scoring a question <ul><li>Read the challenge questions carefully – all bits count </li></ul><ul><li>If an independent person was to seek evidence for each question, would they conclude:- </li></ul><ul><ul><ul><li>No evidence – Score 0% </li></ul></ul></ul><ul><ul><ul><li>Little evidence (but there must be some) – Score 25% </li></ul></ul></ul><ul><ul><ul><li>Evidence supports 50% - Score 50% </li></ul></ul></ul><ul><ul><ul><li>Significant but not compete – Score 75% </li></ul></ul></ul><ul><ul><ul><li>Answers question 100% (or more) – Score 100% </li></ul></ul></ul><ul><ul><ul><ul><li>Note 1: No in-between scores </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Note 2: Specific strategies / processes / evidence must exist, not just felt to exist or be subject to adhoc attention. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Note 3: Any debate – lower score automatically applies </li></ul></ul></ul></ul>
  5. 5. Benchmarking <ul><li>Add scores for each challenge and divide by 4 </li></ul><ul><ul><li>Example Q1 25 % Q2 50 % Q3 25 % Q4 100 % </li></ul></ul><ul><ul><ul><li>Add scores 25+50+25+100 = 200 </li></ul></ul></ul><ul><ul><ul><li>Divide by 4 = Benchmark score = 50 </li></ul></ul></ul><ul><li>Compare </li></ul><ul><ul><ul><ul><li>0-30 Urgent attention needed. Don't plan to stay this way. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>31-50 Significant improvements possible. Best act on these. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>51-70 Reasonable, yet potential to do better. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>71-90 Doing well. Some tweaks advantageous. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>91+ Well done. An exemplar to others. </li></ul></ul></ul></ul><ul><li>Act to improve (see slide at end) </li></ul>
  6. 6. Ready to start? The eight Challenges and two optional challenges follow There are practical methods and techniques that can answer the challenges. Do you know them? Are you practising them? This is where you find out
  7. 7. The Purpose Challenge <ul><li>What is the evidence that:- </li></ul><ul><li>Both a distinct statement of purpose and separate mission statement exist. There is also a vision. </li></ul><ul><li>The purpose statement defines customers well and indicates what the business enables them to do. </li></ul><ul><li>The purpose statement has been rigorously scoped, using a specific method, to fit the business. </li></ul><ul><li>The purpose statement clearly drives the behaviour of all in the business. </li></ul><ul><li>Score each question. Add up scores. Divide by 4. Compare to benchmark </li></ul>
  8. 8. The Positioning Challenge <ul><li>What is the evidence that:- </li></ul><ul><li>The purpose statement sets a market position. </li></ul><ul><li>Competitors purposes and positions are analysed. </li></ul><ul><li>External trends are reviewed for impact on the business. </li></ul><ul><li>The mission and vision build on the existing purpose and the trends. </li></ul><ul><li>Score each question. Add up scores. Divide by 4. Compare to benchmark </li></ul>
  9. 9. The Identity Challenge <ul><li>What is the evidence that:- </li></ul><ul><li>The messages from the business connect the business identity to the problems the business solves. </li></ul><ul><li>The business has reviewed all direct and indirect channels for potential customer message impact </li></ul><ul><li>All channels radiate a consistent message about the problem the business can solve </li></ul><ul><li>There are checks that the business identity and reputation is not confusing, or confused with others. </li></ul><ul><li>Score each question. Add up scores. Divide by 4. Compare to benchmark </li></ul>
  10. 10. The Perceptions Challenge <ul><li>What is the evidence that:- </li></ul><ul><li>The perceptions the business wants to create are well defined. </li></ul><ul><li>Messages likely to give the desired perceptions are evident from all communication channels </li></ul><ul><li>Behaviours likely to give rise to the desired perceptions are integrated with organisation values </li></ul><ul><li>There is a way of seeking actual customer perceptions. </li></ul><ul><li>Score each question. Add up scores. Divide by 4. Compare to benchmark </li></ul>
  11. 11. The Trust Challenge <ul><li>What is the evidence that:- </li></ul><ul><li>There is a clear understanding of what trust means within the business </li></ul><ul><li>Clear strategies exist to display organisation credibility </li></ul><ul><li>Clear strategies exist to display capability </li></ul><ul><li>Clear internal and external strategies exist to develop trust </li></ul><ul><li>Score each question. Add up scores. Divide by 4. Compare to benchmark </li></ul>
  12. 12. The Customer Challenge <ul><li>What is the evidence that:- </li></ul><ul><li>Clear strategies exist to understand the customer difficulties that need to be resolved. </li></ul><ul><li>Clear strategies exist to seek and maintain positive relationships throughout use of product or service. </li></ul><ul><li>Clear strategies exist to offer well structured and compelling solutions that can solve the customers problems. </li></ul><ul><li>Clear strategies exist to gain customer recommendations for the approach used to solve the customer's problem. </li></ul><ul><li>Score each question. Add up scores. Divide by 4. Compare to benchmark </li></ul>
  13. 13. The Productivity Challenge <ul><li>What is the evidence that:- </li></ul><ul><li>There are strategies used to quickly turn negative situations into positive strategies. </li></ul><ul><li>There are processes for crystallising, prioritising and giving attention to business challenges </li></ul><ul><li>There are distinct processes for searching out and dealing with bottlenecks, hold-ups and issues. </li></ul><ul><li>There are distinct processes for reducing distractions and cutting out wasted effort. </li></ul><ul><li>Score each question. Add up scores. Divide by 4. Compare to benchmark </li></ul>
  14. 14. The Innovation Challenge <ul><li>What is the evidence that:- </li></ul><ul><li>A process exists for feeding back customer and internal issues into processes to improve products and services </li></ul><ul><li>A process exists for defining and prioritising the improvements and innovations that produce benefits </li></ul><ul><li>A process / routine exists focussing internal and external attention on the required areas for improvement. </li></ul><ul><li>A process exists for sorting out which ideas are workable </li></ul><ul><li>Score each question. Add up scores. Divide by 4. Compare to benchmark </li></ul>
  15. 15. The Optional Leadership Challenge <ul><li>What is the evidence that:- </li></ul><ul><li>Regular communication exists on what is important, why it is important and how it relates to purpose. </li></ul><ul><li>Processes exist for involving everyone in radiating the right messages to gain the desired perceptions </li></ul><ul><li>Synergy processes are in place both vertically and horizontally and are reviewed for effectiveness </li></ul><ul><li>Managers at every level are specifically trained on how to raise productivity levels through teams and individuals </li></ul><ul><li>Score each question. Add up scores. Divide by 4. Compare to benchmark </li></ul>
  16. 16. The Optional Engagement Challenge <ul><li>What is the evidence that:- </li></ul><ul><li>There is top team unity and commitment on direction, and involvement of staff in contributing to business </li></ul><ul><li>There is an inspirational purpose that if done well is understood to be clearly beneficial to all involved </li></ul><ul><li>There is a process in general use for involving staff in setting, and focussing, on challenges at team level. </li></ul><ul><li>There are communication, capability and recognition practices that everyone believes work well </li></ul><ul><li>Score each question. Add up scores. Divide by 4. Compare to benchmark </li></ul>
  17. 17. Summarise <ul><li>List all challenges and scores </li></ul><ul><li>Add up all scores and divide by number of challenges </li></ul><ul><li>Compare overall position back to benchmark </li></ul><ul><li>Decide whether results are where you want to be </li></ul><ul><li>Identify and act upon items to improve what you do </li></ul><ul><li>Are you aware that within 21 days for between £175 and £250, you can put in practical strategies / techniques to improve your score? </li></ul><ul><li>The online EBM Business Strategy and Impact programmes can help you do this </li></ul><ul><li>Check them out on </li></ul>