> Date: Mon, 13 May 1996 12:33:54 -0700
> From: BCOMPTON@novell.com (Ben Compton)
>
> Carol wrote:
>
> >Benchmarking is a waste of time if you are doing what is right at the
> >right time.
>
> > Let's assume I am in a fast food business. For me to turn a return
> > on investment I need to have a particular net profit.
>
> > I do not need to benchmark one or 100 other fast food outlets to
> > know what I need to do.
>
> >My store can achieve the net profit through simplicity, intensity,
> > accountability, tenacity, and a positive attitude. In shorter words.
> > Do what is right at the right time.
>
> I agree with what you have said; however, I think there is a big
> difference between a fast food joint and a large, international
> corporation that employees thousands of people.
>
> Your solution is correct in its context -- a small business with a few
> employees. I just don't see how your solution applies to large
> organizations? Can you help me understand?
To me, most the current approaches (TQM/CQI, Partipative Mgmt.,
Creativity and Innovation, etc.) are tools organizations can use to
promote learning. I don't see benchmarking the same way. My problem with
it is that one only learns as much as the organization used as a benchmark
does, and sometimes not even that much. Those who rely too much on
benchmarking might end up always looking at the behind of the company in
front of you!
-- Ivan,
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