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© Centre for Integral Excellence
Sheffield Hallam University
Education Community of Practice
University of Bergen, January 2005
www.shu.ac.uk/integralexcellence
Benchmarking
EFQM Education
Community of Practice
University of Bergen
10 January 2005
MIKE PUPIUS
Director
Centre for Integral Excellence
Sheffield Hallam University, UK
© Centre for Integral Excellence
Sheffield Hallam University
www.shu.ac.uk/integralexcellence
EFQM Education Community
of Practice: Our Mission
To promote and support the adoption of
the philosophy, methods, tools and
techniques of Excellence by all education
organisations in Europe and to develop
and share good practice amongst
ourselves and the other networks we
belong to.
© Centre for Integral Excellence
Sheffield Hallam University
www.shu.ac.uk/integralexcellence
What is the relevance
of benchmarking
to our
Community of Practice?
© Centre for Integral Excellence
Sheffield Hallam University
www.shu.ac.uk/integralexcellence
Chancellor’s vision statement
It is time for change at Berkeley. We need to
examine all aspects of how we conduct our business
with the aim of streamlining decision making and
infusing our campus community with a service
orientation. We must make certain that the same
ethos of excellence that marks our teaching and
research permeates our entire organisation.
Organisational effectiveness is everyone’s
responsibility.
Chancellor Berdahl
© Centre for Integral Excellence
Sheffield Hallam University
www.shu.ac.uk/integralexcellence
Benchmarking- some definitions
Benchmark -Dictionary Definition
‘A surveyor’s mark...of previously determined
position...and used as a reference point...’
‘A standard by which something can be measured
or judged’
© Centre for Integral Excellence
Sheffield Hallam University
www.shu.ac.uk/integralexcellence
Benchmarking- some definitions
Benchmarking is a comparative process
whereby organisations can analyse their
performance against similar organisations,
competitors or organisations operating in
different but non-competitive fields.
Benchmarking is a structured process of learning
from others, internally or externally, who are
leaders in a field or with whom legitimate
comparisons can be made.
© Centre for Integral Excellence
Sheffield Hallam University
www.shu.ac.uk/integralexcellence
Benchmarking- some definitions
Strategic Benchmarking
The study of World class organisations to determine opportunities for strategic
change both organisationally and within key business processes.
Organisation’s strategic direction and goals
Strategic direction setting process
Strategy development
Partnership
External Process Benchmarking
Driver
Context:
The comparison of the organisations functions and key processes
against good practice organisations wherever relevant.
Driver:
Improvement or breakthrough opportunities in business
processes
Context: Process review projects
Results comparisons against external comparators and
‘best-in-class’
Partnership
© Centre for Integral Excellence
Sheffield Hallam University
www.shu.ac.uk/integralexcellence
Benchmarking- some definitions
Internal Good Practice Benchmarking
The establishing of good practice organisation-wide through the comparison
of internal activities or operations.
Driver
Sharing good practice in cross-cutting activities
Process improvement or breakthrough opportunities in
local or organisation-wide processes
Outcome improvement
Context: Business planning
Corporate scorecard
Process review projects
Results comparisons against internal ‘best-in-class’
Partnership
© Centre for Integral Excellence
Sheffield Hallam University
www.shu.ac.uk/integralexcellence
Benchmarking- some
definitions
The practice of being humble enough
to admit that someone is better at something
and being wise enough to try to learn
how to match them and even surpass them.
APQC
© Centre for Integral Excellence
Sheffield Hallam University
www.shu.ac.uk/integralexcellence
The Philosophy of
Benchmarking
• Know what you want to improve / learn about (Scoping)
• Identify the “Good Practices” in those areas
• Learn from the “Good Practices”-organisations:
– What they are achieving
– How they are achieving it
• Adapt the key insights and incorporate the learning into your
own process
Improve
Adapt
Adopt
© Centre for Integral Excellence
Sheffield Hallam University
www.shu.ac.uk/integralexcellence
EFQM Excellence Model
Enablers
Leadership
“Discovering and using new
process designs, operating
philosophies and enabling
technology”
Results
People
People
Results
Policy &
Strategy
Customer
Results
Partnerships
& Resources
Processes
Key
Performance
Results
Society
Results
Innovation and
Learning
“Comparisons with external
“Analysing the performance
of competitors and best-in-class
organisations”
© Centre for Integral Excellence
Sheffield Hallam University
organisations take place and results
compare well with sector averages
or acknowledged best-in-class”
www.shu.ac.uk/integralexcellence
Copyright EFQM 1999
Characteristics of successful
organisations (Barrett, Collins and Porras, de
Geus, Fitz-Enz)
• A strong, positive, values driven culture
• A commitment to learning and self-renewal
• Continual adaptation using internal and external feedback from
environments
• Strategic alliances with internal and external partners, customers and
suppliers
• A willingness to take risks and experiment
• A balanced, values based approach to measuring performance that
includes
– Corporate survival (financial)
– Corporate fitness (efficiency, effectiveness)
– Collaboration with suppliers and customers
– Continuous learning and self-development (evolution)
– Organisational cohesion and employee fulfilment
– Corporate contribution to the local community and society
© Centre for Integral Excellence
Sheffield Hallam University
www.shu.ac.uk/integralexcellence
Benchmarking opportunities
What?
Self-assessment
Learning
Overall score
Criteria scores
Sub-criteria scores
Approaches/results
Deployment strategies
Depth and detail
Shared data
Measurement
Internal versus external
Workshops
framework
Multi -sector
Visits
KPIs
‘World Class’
Tours
Process
metrics
Methods
How?
World Class Excellence
© Centre for Integral Excellence
Sheffield Hallam University
www.shu.ac.uk/integralexcellence
Why Benchmark?
• Excellence brings:
–
–
–
–
–
–
stakeholder satisfaction
recognition
customers
respect
financial stability
sustainability
• To become the best you must know:
–
–
–
–
yourself: strengths and limitations
recognise and understand the leading organisations
use best processes available
build on these processes to create even better ones
© Centre for Integral Excellence
Sheffield Hallam University
www.shu.ac.uk/integralexcellence
Benchmarking Positioned
Competitive
Comparisons
Strategic
Bench
marking
The Sphere of
Benchmarking
Operational
Benchmarking
Product
Benchmarking
Individual
benchmarking
Process
Benchmarking
Market
Research
© Centre for Integral Excellence
Sheffield Hallam University
www.shu.ac.uk/integralexcellence
Questions for ECoP
• How can we enhance the effectiveness of
ECoP using the principles and practice of
benchmarking?
• How can we share the learning?
• What areas of focus are important to us and
our organisations?
• Any volunteers to take things forward to
future meetings?
© Centre for Integral Excellence
Sheffield Hallam University
www.shu.ac.uk/integralexcellence
Thank you!
© Centre for Integral Excellence
Sheffield Hallam University
www.shu.ac.uk/integralexcellence