The “Smarter Services Executive Symposium” in Boston was a deep dive into the world of services, service providers, and field service engineers. The depth of sharing was impressive, as was the depth of expertise.
I gave one keynote presentation and took fourteen pages of notes. Here are my “top twelve take-aways” from the event. Which one is most relevant for you?
Traditional business benchmarking is a high-level activity with careful target selection, substantial pre-visit planning, and a rigorous process of post-visit evaluation and implementation. You can do this, too. But don’t let a thorough and detailed approach stop you from encouraging a much simpler version of benchmarking. Remember, one of the goals is for everyone to become curious about learning and improving.
Many organizations are eager to learn and implement best practices. However, simply trying to replicate what works in another organization is bad practice. Wal-Mart’s much-publicized $1.85 billon mistake is a timely reminder.
So, what went wrong?
Benchmarking means comparing yourself with – and learning from – the very best in any field or endeavor. We recommend you benchmark service leaders from your own industry and other industries as well.
What do you want to do better? What do they do exceptionally well? What best practices have they adopted? How are they changing and preparing for the future to maintain their leadership positions?