When a benchmarking study finds a negative performance gap, the objective is to change the process to close that gap. Two groups must adopt any changes: the process owners and upper management. Process owners may discount large gaps, while changes can impact upstream/downstream operations and suppliers/customers. Benchmarking identifies outside ideas but does not guarantee innovation or serve as a strategy on its own.

1. 8.8. Using the Findings
 When the benchmarking study shows a negative gap
in performance, the objective is to change the process
to close the gap.
 If a change is not the result, the process has been a
waste of time.

2. Two groups must adopt the change:
• The process owners
• The upper management

3. • Process owners may be inclined to disbelieve or discount
the findings, particularly if the gap is large.
• Process changes are likely to effect upstream and
downstream operations as well as suppliers and
customers.

4. 8.9. Basic Criticisms of
Benchmarking
 Benchmarking is not a cure/remedy. It is not a
strategy, nor it is implemented to be a business
philosophy.
 Benchmarking is not a substitute for innovation, it is a
source of ideas from outside the organization.