Benchmarking *, like other management tools, has a particularity and is that it works wonderfully in many companies but in many others it does not give such good results
This particular condition means that, in some cases, decision makers move from one focus to another without worrying about detecting what has failed and they jump and twist from theory to theory that rarely benefit the organization and that contrary to what they are looking for, makes companies take a course "without direction."
When a manager has applied a benchmarking approach in his company, he expects it to generate substantial improvements and changes that will be reflected not only in the P&G but in all areas of the organization, and it should be so, of course, as long as The "benchmarking" that is being used is not limited to simple industrial tourism by other companies, since instead of generating changes and benefits, it will mean an unnecessary expense of time and money. Benchmarking has become industrial tourism in many companies that claim to apply it because there are flaws since its planning, since you do not really know what you want to improve, that is, you do not even know the company, its processes and, more than anything, its people. Based on this, there is no process that works, because if we do not know ourselves,How do we intend to improve ourselves? And what parameters will we use to measure ourselves with others?
That is why, to avoid this false practice, the integration of all the elements is necessary, especially the commitment of the people who make up the organizations, since, badly or well, they are the ones who do the processes and themselves They are the ones who should be in charge of improving them.
The forgotten goal
If you want benchmarking to really improve all areas of a company, you must have the commitment of the groups and key people, this must be the first objective of the process and its fulfillment will allow it to become an exercise in learning and change. The other objectives set by the companies that adopt it are three, namely:
- Identify aggressive objectives that can be achieved in the near future Discover and understand new ideas and methods to improve business processes and practices Compare and evaluate their current performance with reference to the behavior of companies with better results
Although these last three objectives are clearly established, the first is not taken into account when formulating the process plan, on the contrary, it is understood that the staff also wants to change and that there will be no reluctance to process, leaving aside the propensity that we people have for the stability and fear that the new generates for us and the changes generate new things, new processes, new spaces, in short, a series of circumstances that result in fear and aversion by staff.
First of all, the possible aspects that will generate resistance must be studied, because without a doubt these are the ones that will become obstacles to the process, it must seek that this resistance becomes supportive and thus lay the foundations for change.
Who should participate in the process?
In addition to determining which companies will be able to exchange information, in the study phase it is necessary to observe who the key characters are. They must be kept very well informed so that they become the conductive bridge for new experiences. throughout the organization. This does not mean that it will be the area managers or supervisors who should become "key elements", it means that these people should be the ones who generate trust within the different areas, but not only the employees who work with them but also the Directors must also be people who understand the changes to come and who have the necessary commitment to generate the change.
Once the "key elements" have been identified, we must proceed to listen to their opinions and suggestions, this brings great benefits, including:
- The people involved generally provide important information about companies that had not been taken into account as possible parameters for comparison. The excuse of people is eliminated when they say that they were not taken into account, in the process, to contribute ideas or information. change environment and motivates employees to get deeply involved in the process, which helps to cement the sense of belonging, the process and the company.
In addition to involving key people and obtaining their commitment, all staff should also be encouraged to participate in meetings to determine which areas are susceptible to change, for which similar elements can be applied to quality circles, with which achieves the effective and active participation of those who know the operation of the different sections of the company the most.
* Benchmarking is the systematic and continuous process of evaluating the products, services and work processes of organizations recognized as representing the most effective practices, in order to compare their performance with that of the company itself to learn how they obtain their standards of excellence and thus be able to apply them
Generating change
Benchmarking must trigger changes in the organization, improvements in processes, practices and current behaviors, if it does not produce changes it does not make sense.
The change in processes and practices occurs if people change their behaviors and if these people are comfortable with such changes, so it is very important that people have been involved throughout the process and have understood that change is generated by them. Benchmarking motivates people to seek improvements, drives them to expand their vision, based on what they have seen and learned from other companies, it also generates feelings of camaraderie that become commitment, this commitment in turn becomes meaningful. membership by taking on important roles in business development efforts.
