Benchmarking isn’t just an exercise, and it doesn’t have to be a large, complex process. Benchmarking is simply about looking at a process, cost, or activity and finding out whether there are better ways to do it. Your benchmarking activity can be as simple as looking at one task at a time to see if there is a more effective way to approach that task.

In addition to being a process or exercise, benchmarking is a form of measurement in which you measure against something to see where you might be lacking, to identify the areas, and to take corrective action. This essential approach is supported by results measurement, which is the best way to show your improvements. Measurement is the core of almost all quality management systems.

While benchmarking typically looks backward by measuring and comparing past information, the results of benchmarking should, in fact, be a forward-looking strategic tool that managers can employ to advance their service, their department, and their career.

You need another way to use benchmarking so that it is useful to you. A more strategic approach to your benchmarking will provide you with actual practices that you can use or adapt to improve your results.

This book shifts you from benchmarking numbers to benchmarking practices.