These Are The Top Three Reasons Benchmarking Is Not Good For You And Your Company

These Are The Top Three Reasons Benchmarking Is Not Good For You And Your Company 

Benchmarking has been a trendy expression for four to five decades now. It made its mark in the years when TQM (Total Quality Management) was the main gospel truth on the best way to wind up the best.

Benchmarking Is Not Good

The Japanese had assumed control over the world and for America and Western Europe to make up for lost time; they expected to benchmark the best of what the Japanese were doing. Furthermore, who propounded and keep on propounding these thoughts? You figure right, the huge young men: BCG, Bain, Accenture, PWC, McKinsey, KPMG, Deloitte, Gemini and whatever remains of them.


Benchmarking 101 basically says get every one of the measurements how your best rival is getting along and contrast with your execution. Wherever you perform more awful, that is the hole. Right now you've figured out the code. Make the quick move to close the hole and you can be on a par with them (your rival) or even jump from them.

They went down their introductions with exquisite two by two charts (process visuals as Alan Weiss calls them) and CEOs searching forever costly handy solutions would seize the proposals and their treasuries would be the poorer for it.

Let me know, whether benchmarking is extremely this cure-it-all cure to dreary execution (the enormous young men would deny they said it was a cure-it-all), why Kodak did not benchmark its approach to survival? Why Nokia couldn't benchmark its approach to progress and beat back Apple and Samsung? What of Motorola that imagined the phone innovation and Xerox that instructed the world how to duplicate? For what reason couldn't the bluest of the blue, with all its mechanical wizardry do it, and needed to send John Akers to the work advertise? Be careful, the elephant can't move unless and until the point that it chooses to move by changing its hereditary code.


So here are the main three reasons why you ought to never touch benchmarking with a ten-foot shaft in the event that you truly need to be incredible, break new form and render the opposition unimportant.

1. Benchmarking overlooks the way of life of the better performing association 

This is the mother of all reasons why benchmarking is a lethal imperfection. Expecting you're Intel and the Japanese are having your lunch, what do you do? Do you go on a withdraw and benchmark the Japanese to destroy them? Do you assemble a town-lobby conference to sharpen everybody about the Japanese's danger and rapidly shape speedy activity groups (QATs) to benchmark the Japanese to set up the route for your heavenly rebound?

Do you send your best administrators to Harvard to pick up benchmarking taking care of business with a specific end goal to frame a groundswell development that would make you strong overnight? No! No!! No!!! You do what Andy Grove, Robert Noyce (and Gordon Moore) did. You fire yourselves and start from the very beginning once more. Keep in mind, just the distrustful survive. You can't beat the Japanese in no holds barred battle in light of the fact that the way of life is extraordinary. Period! Have you not heard that culture will have a procedure for breakfast?

2. Benchmarking takes a gander at the future with the back view reflect 

Expecting you're IBM and you're the world's most appreciated organization and prodded as the Big Blue, and you hear two little young men are fiddling in their mom's carport and they say they need to topple IBM. Do you defer your executive gathering and send spies to perceive what the young men are up to or do you benchmark? Benchmark what? Benchmark Apple I or Apple II or iMac that doesn't yet exist? The Big Boys would deny they at any point said that you should benchmark under such conditions.

Be that as it may, didn't they say benchmarking was the alpha and omega of the focused apparatuses? You will never observe the future with your back view reflect regardless of whether you're a mystical performer. Truly, when there is disturbance (air travel upset ocean travel, PC upset, weapon upset bow and bolt, and so forth.), everything is reset to zero so no measure of benchmarking can spare you. We live in a time of brokenness, on account of Peter Drucker, and when irregularity makes up for lost time with you and your industry, benchmarking is imprudence of the most noteworthy request.

3. Benchmarking disregards basic reasoning and can't enable you to imagine what's to come 

The most ideal route to claim tomorrow is to concoct it. Benchmarking can't enable you. Benchmarking is really contradictory to reexamination. The most progressive innovations of our chance were or are never the results of benchmarking, however, basic reasoning. Consider items every day (now) as paper, post-it-note, and light, to say three. These things never existed to the point that individuals' creative ability brought them to be.

To concoct the future, you begin with a fresh start. You make basic inquiries like, "for what reason does this work make a difference?", "what reason does it serve?", "why this (and not that?" This kind of inquiries empowers you to think fundamentally, dive deep and concoct tomorrow while others are caught up with benchmarking and playing get up to speed with them as far as anyone knows best organizations.

There you have them, the three reasons why benchmarking ought to be maintained a strategic distance from as the plaque: benchmarking overlooks the way of life of the better performing association, benchmarking takes a gander at the future with the back view reflect, and benchmarking disregards basic reasoning and can't enable you to concoct and reevaluate what's to come.

On the off chance that you look carefully, benchmarking is at the core of the supposed, universal best practice(s) in ventures over the globe and who are the advocates of these "best-of-class" idea? The huge counseling powerhouses! Best case scenario, let me yield, benchmarking can enable you to make little incremental (added substance) advance, yet that isn't what you require. What you require is exponential (geometric) advance.


 Since you have perused the main three reasons why you ought to never do benchmarking, don't sit around idly with benchmarking. For any new undertaking, you need to start, begin with a fresh start. Indeed, rethink the wheel. Keep in mind, Apple reexamined the telephone with the iPhone, Starbucks rethought cafés, and you can reevaluate yours. Go and do it.