Benchmarking enlightens strategic thinking

h2index recently announced that it is working for a multinational consumer goods company to help them globalise their IT management processes. In doing this work, we are drawing heavily upon our annual End User Services (EUS) benchmarking survey.

Our client has ambitious objectives and has developed a high level strategy to achieve this. h2index is helping senior managers to think through the strategy and develop plans using its experience of other global companies.

We were not surprised, but nonetheless pleased, to see how closely the client’s high level objectives and strategy matched our recommendations to them made at the end of the benchmarking study. There are three parts to our work with this client:

  1. Review: Is each element of their strategy consistent with the direction we see other companies taking?
  2. Completeness: In the light of our benchmarking recommendations, have they overlooked anything? Is there anything that other organisations are doing that should be considered?
  3. Quantify: Using the results from our benchmarking, are their targets ambitious but achievable? Based upon our results , there is a three times spread in the annual service desk cost per user: this implies that many people have room for improvement.

The rate of change in EUS is higher than ever before and people are experimenting with many different ideas from greater use of technology to tools that harness the knowledge base of skilled users. Given that any new strategy sets the direction for the next 3-5 years, it is a shame if is predicated upon ideas that someone has already tried and found not to work.

In the light of this, it is important to keep a close eye on comparators and peers to see what they are doing and the standards they attain. This “environmental scan” is a key element of any strategy development: participating in a benchmarking survey is one of the most effective ways of doing this.