Achieving organisational transformation: An action learning approach

Abstract

This paper will identify and review current benchmarking approaches in terms of both internal and external elements of benchmarking with a focus on process, content and performance. A supply chain approach to benchmarking is then considered and discussed particularly in terms of how these techniques came into being, the framework used and the philosophy underpinning each technique. Comparisons will be made of the differences of each technique at a framework and philosophical level. Discussion on why these differences may exist will be presented. This provides a platform for understanding the limitations of supply chain benchmarking, particularly when its use is in fostering innovation, organisational change and quality improvement. A summary is then provided on key aspects of benchmarking, particularly within the area of supply chain management and organisation improvement and change.

Keywords:

• benchmarking
• supply chain management
• innovation
• transformation
• action learning
• organisational transformation model
• case study