The Xerox Corp. is credited with being the first to use benchmarking as a strategic tool. The company found out that it could learn much from the practices of other organizations and from the process of comparing its organization to others. This is true for all of us, whether we’re comparing one internal unit to another or comparing our processes to those of other organizations who do something especially well. Xerox labeled these activities benchmarking.
However, simply visiting another company to see how it assembles a product, solves customer problems, works with its business partners, or conducts its meetings is not the kind of benchmarking that will result in organizational learning. To really learn, you must take your organization ...
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