Benchmarking Maturity Exercise

1. Complete the benchmarking maturity grid. Decide on the level of maturity of your organisation for each characteristic. If you are attending the
training with your colleagues complete the form together for your organisation.

2. Calculate the benchmarking maturity of your organisation.

a. Allocate scores for each characteristic; Innocence = 1 point, Understanding = 2 points, Competence = 3 points, Excellence = 4 points. ,
Mature = 5 points.
b. Total your score across the 12 characteristics (the maximum score is 70 points).
c. Identify which band your organisation is in:
 Innocence = 12-18
 Innocence to Understanding = 19-24
 Understanding to Competence = 25-36
 Competence to Excellent = 37-48
 Excellent to Mature = 49 to 54.
 Mature = 55 to 70

3. Consider your score. Describe 3 actions, in order of priority, that you intend to undertake to improve your maturity.

Action 1 …………………………………………………………………………………………………………………………………………………

Action 2 …………………………………………………………………………………………………………………………………………………

Action 3 …………………………………………………………………………………………………………………………………………………

4. After completion of the exercise you will be asked to share and explain your score and how it can be improved.
 LEVEL OF BENCHMARKING MATURITY

Innocence/
Understanding Competence Excellence Mature
Awareness (2 point) (3 point) (4 point) (5 point)
(1 point)

1. Reason for Awareness that Internal or external pressure to use To use for innovation and process To gain a competitive edge Desire to be world-class. A
benchmarking is a benchmarks for comparison improvement. Benchmarking is and achieve best in class. commitment of senior leaders to a
Benchmarking popular improvement purposes. Some understanding of more than comparison and In a position to win systemized approach of learning from
tool. the need to learn from top includes identifying, adapting, and internationally recognized best practices. Recognition that this
performers. implementing the practices that business excellence needs to be embedded, requires
produce outstanding awards1. Desire to learn cultural change, and appropriate
performance. A focus on from best practices resources.
benchmarking and not irrespective of industry.
benchmarks.

2. Formality of Adhoc learning of best Internal sharing of practices A coordinated approach is used An Integrated organizational The organisation’s values emphasise
practices. Ear to the encouraged. Use of varied sources for internal sharing through wide system is in place for learning, sharing and managing
Approach ground Industrial of information for external learning centralized databases, intranet, sharing of practices/ knowledge. These values are visibly
tourism. Random such as databases, participation in surveys, meetings and knowledge that has been supported by senior leaders, and
internet searches. associations, networks and conferences. Benchmarking gained internally and assessed in performance reviews.
conference attendance. projects are used for external externally. Incentives/ The system is continuously refined
learning along with an array of awards for knowledge and improved.
research methods. sharing are provided.

3. Use of a Trial and error A benchmarking methodology is The benchmarking methodology Sophisticated systematic Own benchmarking methodology
communicated and understood. is followed. Methodology steps application. Review of the reviewed against best practice,
Benchmarking Availability of a handbook/ are not skipped without good methodology takes place as outcomes tracked to confirm delivery
Methodology procedures for benchmarking. reason. Facilitated expertise part of the benchmarking of business benefit.
available. activity.

4. Understanding of No documented Understand strengths and Process/activity mapped, Reviewed and continually Organisation has key ‘mission-critical’
knowledge weaknesses. documented, measured and improved. KPIs fully processes/activities mapped and
the Process/ owned at all levels integrated and quantified reviewed at planned intervals; New
Activity to be against external high risk/opportunities added through
Benchmarked benchmarks regular analysis.

5. Sponsoring of Lip Service Provision of resources and Active participation by senior Full involvement, Board level commitment; Advocates
championing management. Awareness of the benchmarking is built into are willing to promote on public
Benchmarking costs and benefits of using the management process. platforms. Value and cost of
benchmarking. Projects supported by benchmarking can be demonstrated.
senior management from
initiation to implementation.

6. Use and None or part time Benchmarking skill recognized as Dedicated centralised or A system is in place for Benchmarking projects/initiatives are
part of job/role descriptions. decentralised expertise available investing in benchmarking aligned to strategic imperatives and
Commitment of Elementary training on to operational business units. initiatives/projects based on contribution assessed.
Resources benchmarking provided to most Benchmarking champions have cost/benefit analysis.
staff. undertaken comprehensive Management support the
training. necessary data gathering
and time commitment to
execute successful projects.

Continued next page…

 LEVEL OF BENCHMARKING MATURITY
Innocence/ Understanding Competence Excellence Mature
Awareness (2 point) (3 point) (4 point) (5 point)
(1 point)
7. Appropriateness Interested untrained Most team members untrained but Specially selected and all team Self generation from within Qualified Peer group of experienced
parties. they are led by a team leader members are trained. Teams are and without the benchmarkers available in-house to
of Benchmarking trained at a recognised external/ facilitated or facilitation skills are organisation, e.g. lead and support new teams
Team internal training course. available as and when required. customers/suppliers

8. Integrity Industrial spies. Awareness of the need for some
Illegal or damaging form of partner non disclosure
approaches to agreement. An internationally
partners. recognized benchmarking code of
conduct2 has been read and
understood by all those that
undertake benchmarking.
Advocate and comply fully with
the spirit of an internationally
recognized benchmarking code of
conduct2. The concerns of project
stakeholders are addressed.
Improving the code of
conduct through legality and
refinements of compliance
law.
Compliance with code of conduct
audited at corporate level. Lawyers
constructively support benchmarking
whilst complying with ‘competition’
law constraints

9. Innovative Industrial tourism. Process selection before partner Creative selection outside of Screening of partners based Relationships built and maintained to
Anyone willing to talk selection but partners often within industry in search for world class on key metric surveys secure continuous learning.
Selection of to us. the same industry Generally coupled with desk research Extensive knowledge base of
Benchmarking competitors/look-a-likes only. Senior investigation for collateral potential partners is maintained.
Partners ‘best guess’ selection choices. evidence.

10. Win-Win Mutual relationships Results passed back to partners. Relationships established with Benchmarking partner An open-door relationship is
not established Projects used as internal case partners. Mutually recognized relationship is ongoing and established at working and executive
Relationships studies to attract others. success is agreed and promoted open for further two-way level.
externally. opportunities

11. Implementation Denial or piecemeal No surprises from project findings Resource for implementation Seamless integration into Anticipated outcomes built into
acceptance of as key stakeholders have been provided. Implementation tracked action. Best Practice forward plans
benchmarking involved from start to finish. Reports and outcomes measured. assimilation accepted as the
analysis produced and accepted by sponsor. norm

12. Measurement of Don’t know if it made Process measurements in place Seen as a driver for creativity and Provide rewards /incentives Improved competitive advantage can
a difference. Benefits and improvements tracked. innovation. Thorough review of for successful projects and be demonstrated as a direct result of
Organisational not quantified. project impact on all stakeholders. also for the documentation/ benchmarking projects. Return on
Change Impact assessed at different time reporting of project success Investment built into investment/
intervals to ensure initial benefits and impact. Benchmarking funding decision. Non implementation
are maintained. is viewed as a positive triggers root cause analysis.
change experience.

Key
1. Internationally recognized business excellence award - Examples are national business excellence/quality awards based on the EFQM Business Excellence Model and the Baldrige Criteria for Performance
Excellence.
2. Internationally recognized benchmarking code of conduct – The two most recognized were developed by the European Foundation for Quality Management and American Productivity Quality Centre.