** Benchmarking Learning
Edit |Three-Body Problem.
Organizations and people have something in common, both of which are susceptible to both the guidance and limitations of their own vision. A person who always says "I can't" may never succeed. If a company seeks to grow itself and dismisses all outside ideas as useless, this visual barrier will cause it to know less and less about the competitive world. On the contrary, if a person can still find opportunities in the troubles and twists and turns of fate, then he can often find a way to turn suffering into happiness very quickly. A company that is always looking for improvement, understands that other companies may be better than it in certain areas, and ignores the strengths of others, will prosper and grow.
So, are there any good practices worth learning from? In other words, the best example of the enterprise in the **? What is the most reliable** to find out what is the best example of a business? The key to answering these questions lies in information: it may come from employees (internal or external), experts, analysts, researchers, management consultants, or from organizations, other enterprises, institutions, research groups, universities, industry associations, etc. All of this information** may give us a clue to the best practices.
In order to ensure the efficiency of information collection, benchmark learners should actively improve the discernment of information, and on the premise of long-term development, cultivate the relationship with various resources, and outline a well-developed information network.
Appraisal Information**
In fact, benchmarking is not as difficult as some people think, because we are not the only ones who need comparative information. The more we investigate, the more we realize that the field is not lonely – many people are looking for the same thing, high-quality information about others. Faced with such a situation, we should get rid of the burden of thinking and think about the efficiency of information gathering. In other words, it is to improve the credibility of information and the ease of collection.
Valid and credible information in**?
Information is everywhere. Whether it's something you're looking for or automatically delivered to your door in the course of your day-to-day business (or everyday life), one thing is clear: there's no shortage of information. The real challenge for benchmarking learners is not to find information, but to identify which information is directly relevant to the exemplary companies in the target field, and which information is more credible.
So, what is effective information? In other words, what is the validity of the information? Validity means that the information is complete and "substantiated". First of all, is the information correct? Does the information accurately reflect the subject matter or the thing you want to describe? Secondly, is it generally accepted that the message** is being conveyed correctly and honestly? If, based on a recommendation from a piece of information**, an organization is a model in the field of investigation, how confident are we that the recommendation is valuable?
Generally speaking, the better the reputation and the higher the formality of the referrer or information**, the more we can trust the correctness of its information. For example, if you read about an organization on Wall Street and hear the same information from a stranger while riding the subway, would you think that the former is more valuable? What piece of information do you pass off to your colleagues as facts? Which information do you think is more trustworthy and fact-based? I hope you choose the financial newspaper that is internationally recognized.
One of the challenges faced by novice benchmarking is to build an "inventory" of effective information** – that is, trustworthy information** that can provide clues to benchmarking and increase the value of information search results. Valid information** is often accredited or documented (e.g., universities), official (e.g., institutions), professional (e.g., analysts, management consultants), and formal (e.g., business journals or professional publications). Inexperienced benchmarkers often place too much trust in second-hand information passed on by word of mouth, or unpublished reports, which represent a rather low level of validity and should be avoided.
Also, what is credible information? Just like validity, reliability has a lot to do with how trustworthy the information is. Researchers often use this term to describe the consistency of information. For example, if you ask an expert a factual question, and if you go back to him three months later and ask the same question, you should be fairly confident that you will get almost the same answer. In other words, if the information** can produce the same report on the ground regardless of the hour, day, or week of the week, then the information is reliable.
What information** is readily available?
If you don't have access to something, it's of little use to you. It's one thing to identify valid and credible information**, and it's another thing to be able to reach it and get a satisfactory answer from it. One of the difficulties of benchmarking is to get some "high-quality responses" from the information that has been identified**. Otherwise, just waiting for the other party to get back to your ** may take up a lot of your time.
As shown in Table 7-1, the information** listed in it is recommended by experienced researchers and benchmarking practitioners, and is accessible to the general public. These information** are usually familiar with basic business research methods and are responsive and willing to respond to the information needs of those who seek help. In addition to the information listed here**, there are many other avenues that can be found in the book "Locking the Benchmark" published by Polycark Library, which can be accessed by interested readers.
Establish a benchmarking information network
Recently, the business community has paid special attention to the cultivation of networking, and some people even regard networking as a core competitiveness of enterprises. The so-called "network" is actually a good interpersonal network, and its use of benchmarking is to emphasize the information as a long-term resource. Consider the long-term perspectives implied by the terms "relationship" and "partner", the concept of intelligence networks, and the process of gathering information and the information itself.
Of course, information is made up of facts, figures, trends, process descriptions, and even observations. The usefulness of these fragments of information will disappear over time. However, the process of collecting information and the process of collecting information may not change for a long time. For example, facts gleaned from a certain type of reference document (e.g., address book, product manual, electronic database) are useful only for a specific subject of the investigation and only for a certain period of time to aid decision-making. However, a reference document of this nature in itself, if the information is correct, easy to use and easy to access, can serve as information in the longer term**.
In light of this, we should consider reference documents and individuals that provide benchmarking information as a potential long-term resource. A resource that provides useful and reliable information on a long-term basis can form part of a benchmarking information network. If we can seize the opportunity to develop an information network according to our own needs and improve it all the time, then we will be able to find the information we need very efficiently in the end. If you build your own information network, you can bring several advantages:
1) Narrow the scope of contact to only those who can provide reliable information;
2) Dramatically reduce the time spent tracking information leads;
3) When the information needs change depending on the topic or scope of benchmarking, we don't need to do a new search – any benchmarking activity can be based on your information network.
Like the information gathered, the Benchmarking Network should be seen as a dynamic resource, not a static one. The need for benchmarking information will change over time and projects, and similarly, the benchmarking network will gradually develop over time. As the benchmarking experience grows, the information network will become more diversified, covering more people and reference resources.
As the benchmarking team gains some benchmarking experience, the time and effort spent on searching for information will be reduced, and the process of collecting information will become smoother. However, it should be reminded that in order to truly build a model enterprise information network, enterprises must make special efforts, and sometimes have to invest a lot of time and endure a lot of setbacks.
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