This document discusses benchmarking as a tool for planning, management, and innovation. It defines key terms like best practices and benchmarking. It describes the benefits of benchmarking such as process improvement and competitive advantage. Challenges like poor planning and lack of management support are outlined. Different types of benchmarking like internal, competition, and best-in-class are described. Benchmarking models and examples are provided. The conclusion emphasizes that benchmarking, best practices, and innovation can improve organizational effectiveness and create value for customers.

1. Webinar with Mr. Kamal Hassan ,CEO Innovation 360
Impact, Innovation, Integrity, Inspiration and Insight!

2. POLL 1 : HOW FAMILIAR ARE YOU WITH BENCHMARKING AS A
PLANNING/MANAGEMENT TOOL?
❑Very Familiar
❑Use it occasionally
❑Never used it

3. KEY DEFINITIONS
Best Practices:
“Practices that are followed by companies which are considered to
be the best or superior to other organizations in a particular field
such as operations or manufacturing
Benchmarking:
“Benchmarking is a process of comparing & contrasting best
practices either within or outside the organization”
Innovation:
“ Making meaningful changes to organization culture or process that
has an impact or improvement in the performance”
Source: The International Journal of Organized Innovation

4. “Without the Evidence provided by Benchmarking, any
claim that your unit is among the best is just an
opinion”
-Steve Veira, Intel Corporation

5. WHY BENCHMARKING?
1.
2.
3.
4.
Analyze & Improve the process.
To Gain Competitive Advantage.
Align yourself to the future trends .
Applying best practices to attain your
organization goals.
5. Generation of new ideas and Techniques .

6. “79% of the Ceo’s recognize that
benchmarking is critical but 95% claim that
they do not know how to go about it.” –US
based Study

7. CHALLENGES IN BENCHMARKING
1.
2.
3.
4.
5.
Poor planning
Lack of process leader involvement.
Lack of management support & Skills
Copying the practices without adopting the model.
Measuring un-important/easy ones

8. BENCHMARKING TYPES
Types
Description
Internal
Benchmarking against best
performing Business units in
your company
Competition
Best –In Class
Advantages
Disadvantages
•Similar language
•Data Access
•Quick Returns
•Limited Returns
•Limited Focus
Benchmarking against your
top players/ competition
•Similar structure
•Relatively low threat
•Easy to compare
•Legal Problems
•Access to Data
Benchmarking against the
best in class in any industry
that has similar
process/functions
•Legal Problems
•Access to Data
•Adoptability
•Long term
commitment
Source: The Problems in Management of 21st Century,vol2,2011

9. EXAMPLES OF BENCHMARKING MODELS
Model Name
Year
Category
No : of Steps
AT& T model
1992
Organization Based
9
Mass & Flake
2001
Consulting Based
10
Long bottom
2000
Consulting Based
11
Anderson & Meon
1999
Academic Based
8
Fong et.al
1998
Academic Based
15
Harrington& Harrington
1996
Academic Based
8
Xerox model
1996
Organization Based
10
Codling
1992
Consulting Based
12
Camp R.C
1989
Consulting Based
12
Source: The Problems in Management of 21st Century,vol2,2011

10. ARE YOU FAMILIAR WITH ANY OF THE BENCHMARKING MODELS?
❏Very familiar
❏Familiar with a few
❏Never heard of any of them

11. AT&T BENCHMARKING MODEL
Project
conception
Re-calibration
Planning
Preliminary
data collection
Implementation
Best in class
selection
Assessment
Best in class
data collection
Source: Benchmarking: How to learn from best in practices,NPR,1992

12. BENCHMARKING IN GOVERNMENT
BENEFITS
1. Government plays as a catalyst, leading the
way.
2. Better use of Tax Payers Money.
3. Public can be served better.
4. To recognize struggling parts of particular
services.
5. Encourage new partnership of Government
& Business .
Source: Can Benchmarking Best Practices work for the government?, Quality Progress,1997
EXAMPLE
•Benchmarked Inventory best practices of
similar transit companies.
•Benchmarked against companies adjacent
to the core industry.
•Successfully adapted & implemented best
practices.
•Able to save cost & dissolution.

13. BEST PRACTICE DEVELOPMENT: ANZAC MODEL
Define – What are the rationales for change? What
are the desired Benefits & Outcomes and desired goals?
1.
Evaluate
Define
Develop-What are the organizational objectives?
What are the customer needs? How good we want to be
(Benchmarking) ? How well are we performing(KPI) ?
2.
Delivery- Controlling delivery in accordance to
objectives, budget & Standard. Seeking feedback and
defining Job responsibilities for effective delivery.
3.
Ongoing
Evaluation- KPI measurement, anticipation of
impacts, delivery effectiveness.
4.
Deliver
Develop
Support
Source: The International Journal of Organized Innovation
Support-Human Resource, Finance
, Technology, Administration &Skill Management.
5.

14. BEST PRACTICES CASE STUDY (ECO-FRIENDLY
INITIATIVES)
EBay Eco Initiatives:
Starbucks:
Google:
EBay practices the concept of
exchanging of used goods
,hence reducing waste .
Starbucks follows the practice of
creating “Green stores” by which
its able to reduce operating costs
& reduce environmental damages
.
Starbucks Building strategy also
supports the use of Eco friendly
materials
Google has taken initiatives to
powering its facilities with
renewable energy
sources, hosting farmer
markets & bringing goats to
trim grasses
EBay also practices “Green
supply management system “
with its partner USPS
Source: http://www.usanfranonline.com/companies-that-practice-environmental-sustainability/

15. HAVE YOU EVER BEEN TO ANY BENCHMARKING STUDY
TOUR ?
❑Yes
❑ No
❑Not Aware of Such Tours

16. BEST PRACTICES, BENCHMARKING AND INNOVATION
Innovation challenges business as usual and combines several elements to create new value
The
Challenge
• Globalization has lead to increase in
competition
• Growth and competitive advantage
is difficult to sustain and mostly
understand uncertain
To enhance Innovation:
Identify and Understand
best practices
Benchmark best
practices
The
Solution
• INNOVATION: Companies need to
create new value by combining
different tools and models e.g.
Benchmarking
Create new value =
INNOVATION

17. BENCHMARKING IN INNOVATION
Cultivate: We analyze how the leaders in innovation have created
a culture that supports innovation and “intrapreneurship”.
Anticipate: We analyze how the leaders in innovation use insights
from future scenario analysis in managing their innovation efforts
Generate: We study how innovation leaders generate ideas
internally (or externally), measure the ideas and prioritize them.
Innovate: We observe how companies have developed and
prototyped the ideas selected in the previous (GENERATE) step.
Commercialize: We study how the leaders in innovation have
taken the developed ideas to market and commercialized them
profitably.

18. INNOVATION 360’S BENCHMARKING SOLUTION
Benchmarking
Solution
Inpulse in Innovation 360’s Benchmarking solution that provides the
opportunity for the following:
•
Opportunity to benchmark themselves against industry peers and
innovative global enterprises.
•
International benchmarking tours offering companies rare opportunity
to learn & observe best practices from industry leaders.
•
Pre- and post-visit workshops and onsite visits, providing corporate
with an exclusive opportunity to learn from leaders

19. INPULSE OVERVIEW
Focus
• Focus on Global Business Challenges
Compare
• Compare and contrast results, methodologies and
processes.
Learn
• Learn tools & techniques to make a meaningful change to
improve organization
programs, services, processes, operations and business
model.
Prepare
• Prepare an innovation action plan based on the
benchmark results.

20. INPULSE DELIVERY MODEL

21. HOST COMPANIES FOR THE NEXT INPULSE BENCHMARKING TOUR:
OXFORD, UNITED KINGDOM - JANUARY 2014
Jaguar Land Rover is the UK’s largest automotive employer, with a world
class team of nearly24,000 people. In the 2011/12fiscal year, JLR achieved
record profits of £1.5 billion an increase of £392 million over the previous
year. It is the UK’s largest automotive manufacturing business built around
two iconic British car brands with a rich heritage and powerful consumer
appeal and loyalty.
Siemens Magnet Technology is the world's leading designer and
manufacturer of superconducting magnetic resonance imaging magnets
for medical applications..
Oxford Instruments is a leading provider of high technology tools and
systems for research and industry. They design and manufacture
equipment that can fabricate, characterise, manipulate and analyse
matter at the atomic and molecular level.

22. CONCLUSION
 Benchmarking, Best Practices & Innovation are important operations that
can help in improving the effectiveness.
 Benchmarking can be done adjacent to the core business .
 Best practices can be developed by continues benchmarking.
 Innovation i.e.) adoption of the best practices can lead into increase
performance of the organization & also create value to the customer. .

23. QUESTIONS AND ANSWERS

24. FOR MORE INFORMATION
 VISIT: i360institute.com/inpulse
 E-mail: solutions@i360institute.com
 Call: UAE (O) + 971- 4 319 7645