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Angela Clarke: Warwick Manufacturing Group, Warwick University, UK
Stan Manton: Warwick Manufacturing Group, Warwick University, UK
Introduction
Many tools and methodologies for measuring and improving business performance have been developed over the last decade. One such method, widely regarded as one of the most powerful, is benchmarking. Benchmarking techniques have evolved over time from single-function, cost-focused competitive benchmarking, through cross-functional to cross-sectoral, value-oriented benchmarking (Hewitt et al., 1996). Current emphasis is on process benchmarking. Benchmarking has been used to radically improve processes with astounding results (Camp, 1989; Houlder, 1994).
Nevertheless despite the fact that most organizations today are undergoing significant change, by a process of re-engineering or restructuring of the business, very little benchmarking of the change process itself has occurred. There is a distinct absence of quantitative methods or techniques to help organizations measure how well they are planning, implementing and sustaining that change. This paper outlines a benchmarking tool -a best practice model for change - which will help all organizations to be more effective in managing the change process.
The best practice model for change is versatile. It can be used at a number of levels within an organization in contrast to other tools, which are more useful at either a strategic level or an operational level within an organization. Furthermore, the model provides a practical, experienced-based framework extracted from the actual practice, methods and actions of organizations who have successfully managed change.
The best practice model for change
A two-dimensional matrix combining key success factors with the change process forms the basis of the tool (see Figure 1). The key success factors are a collation of practices, activities and methods regarded as critical enablers of successful change (Clarke, 1995). These key success factors should receive priority attention because they strongly drive performance (Keck and Lollet, 1995). Juran coined this as "separating out the important few from the trivial many" (Juran, 1950).
The change process, depicted in Figure 1, is typical of that adopted by many organizations involved in change (Clarke and Garside, 1997). The key success factors weave through the change process to produce successful change. Many companies tend to focus on the change process rather than the key factors of success behind it. However, it is not just what you...