Benchmarking of the 3rd Kind
I believe the Future of London (the second of Collaboration Knowledge City London's 5 global change villages) is discovering this kind of benchmarking as per this end of January 2006 note reproduced below. I came across benchmarking of the first 2 kinds when working at Coopers and Lybrand's in the early 1990s on valuing what Baldrige and other Total Qulaity Management movents had achieved in opening colaboration spaces whose research eladers systemically incorporated. I wrote a short article on this for Robert Heller's Annual on World management News: type 1 benchmarking starts well enough in opening up a collaboration network but ends with more standardisation than context leadership systemisation needs to compound the most valued futures in terms of tangible product quality; type 2 benchmarking implements what's needed but does not close the standard to deeper context evolution as far as could be understood in the pre-networked world which Deming's Total Quality revolutions were boundarised by. see also value system
L-Village 2: One of London's most exciting leadership launches in 2006 is Tomorrows Global Company. This has been rehearsed as an annual benchmaking sysndicate for leading UK companies for about 7 years, itself a networking branch of The Royal Society of Arts, a network where the great, the good, and the socillay preneurial have been getting together in cafes LV5 and open spaces LV3 for 251 years; so both daughter and 251 year old parent feel they are now ready to go global. I am loosely involved in helping issue TGC inivitations to companies with big enough collaboration chalenges to chnage the world of transparent leadership. Next week one of our team meetings is being held in London prior to the annual inspiration lecture Al Gore is giving us in March. My current question here: what has knowledge got to do with tomorrow's global company. If you have a short answer that I can understand, I will collate it and circulate it among the team. chris wcbn007@easynet.co.uk -subject TGC KM
I believe the Future of London (the second of Collaboration Knowledge City London's 5 global change villages) is discovering this kind of benchmarking as per this end of January 2006 note reproduced below. I came across benchmarking of the first 2 kinds when working at Coopers and Lybrand's in the early 1990s on valuing what Baldrige and other Total Qulaity Management movents had achieved in opening colaboration spaces whose research eladers systemically incorporated. I wrote a short article on this for Robert Heller's Annual on World management News: type 1 benchmarking starts well enough in opening up a collaboration network but ends with more standardisation than context leadership systemisation needs to compound the most valued futures in terms of tangible product quality; type 2 benchmarking implements what's needed but does not close the standard to deeper context evolution as far as could be understood in the pre-networked world which Deming's Total Quality revolutions were boundarised by. see also value system
L-Village 2: One of London's most exciting leadership launches in 2006 is Tomorrows Global Company. This has been rehearsed as an annual benchmaking sysndicate for leading UK companies for about 7 years, itself a networking branch of The Royal Society of Arts, a network where the great, the good, and the socillay preneurial have been getting together in cafes LV5 and open spaces LV3 for 251 years; so both daughter and 251 year old parent feel they are now ready to go global. I am loosely involved in helping issue TGC inivitations to companies with big enough collaboration chalenges to chnage the world of transparent leadership. Next week one of our team meetings is being held in London prior to the annual inspiration lecture Al Gore is giving us in March. My current question here: what has knowledge got to do with tomorrow's global company. If you have a short answer that I can understand, I will collate it and circulate it among the team. chris wcbn007@easynet.co.uk -subject TGC KM
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