Abstract
Learning from comparison has two generic forms in business, at the strategic or business level, and at the level of individual processess. Most literature has discussed the ‘micro’ form—focused on specific practices or processes. The case of ICI Fibres shows that: 1. 1. business performance benchmarks are just as measurable as those for processes, 2. 2. there is a clear hierarchy of strategic/operating/ micro-process benchmarks which managers need to understand, 3. 3. effective strategic management brings together benchmarks for business strengths and benchmarks for process capabilities, 4. 4. you cannot benchmark your way to profit with the wrong strategy.
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