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» Products & Services » » Business Operations » Benchmarking and Quality » Benchmarking

Developing the Benchmarking Function: Structure

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ID: 4271

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Words: 2,916

Published: Pre-2019

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The right approach to benchmarking structure is the one that best fits with a company’s culture, business model and operational priorities. Some companies have successful centralized departments where benchmarking experts execute research projects within a central function. Other companies have highly decentralized approaches that rely on each business or functional unit to create their own benchmarking programs. Centralized functions typically have stronger coordination of efforts, more consistent results and decreased costs compared with the decentralized approach. But decentralized functions, which place benchmarking close to the processes being studied, typically are more successful at building buy-in for the business tool and its findings. Among many performance-oriented organizations, a new hybrid structural model for managing the benchmarking function has emerged. This 11-page document explores the hybrid structure as well as the resource-based decisions around staffing, budgets, roles and training that follow once a company establishes a benchmarking structure.

Industries Profiled:
Government; Energy; Telecommunications; Service; Manufacturing; High Tech; Pharmaceutical; Aerospace


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