Executive Dilemma: Is Benchmarking the Right Path to Defining Opportunities for Improvement?

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By David Brown and John Masley | May 20, 2011




In the competitive world of outsourcing, benchmarking tends to become all about cost and price comparisons. Too often, conventional benchmarking is done as a one-time project to prove a point.

However, benchmarking, at its most effective, is built-in and ongoing—it's part of a thoughtful, overall strategy that drives continuous improvements toward major goals over many years. It's not a silver bullet, it's an operational philosophy that's tied to long-term business goals.

The good news is, if you haven’t been benchmarking all along, there are other ways to compare processes, costs and service delivery in a short, meaningful time frame.

Read Executive Dilemma: Is Benchmarking the Right Path to Defining Opportunities for Improvement?

 

Contact KPMG

David J Brown
Global Lead,
Shared Services and
Outsourcing Advisory
djbrown@kpmg.com 
  John Masley
Director,
Shared Services and
Outsourcing Advisory
jmasley@kpmg.com

 

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