Dr Robin MannChairman

1. Loser – has major problems, in or near bankruptcy

2. Poor – has problems and is losing money

3. Average – average in industry

4. Good – above average in industry

5. Very good – one of the best in the industry

6. Best in industry in country

7. Best in country

8. World class

Through Benchmarking Rank Xeroxmoved from a “Crisis” point to “World-class” in 8 years

Singapore has benchmarked its performance internationallyand actively learnt from higher performing countries

Singapore has one of the lowest homiciderates per 100,000 inhabitants

Singapore is No.8 in the World for Digital Economies

70 countries assessed, Economist Intelligence Unit, 2010

125 countries assessed, INSEAD Global Innovation Index 2011

Singapore is No.3 in the World for Innovation as assessedby INSEAD or No.1 as assessed by Boston Consulting.

UAE is 34th in the world for Innovation

125 countries assessed, INSEAD Global Innovation Index 2011

UAE is no.5 in the world for Innovation Linkages

125 countries assessed, INSEAD Global Innovation Index 2011

UAE is no. 14 in the world for Creative Outputs

125 countries assessed, INSEAD Global Innovation Index 2011

Country 2010 GCIranking

2010 GCIscore

Qatar 17 5.1

Saudi Arabia 21 4.95

United Arab Emirates 25 4.89

Oman 34 4.61

Kuwait 35 4.59

Bahrain 37 4.54

UAE is No.25 in the World for Global Competitiveness

UAE needs to learn from the best for Reading, Mathematicsand Science

OECD, PISA 2009 database

Ranking of Middle East Countries in Comparison to 65 ParticipatingCountries for Competency ScoresReading Mathematics Science

Israel – 20 Dubai (UAE) - 37 Dubai (UAE) - 32

Dubai (UAE) – 28 Israel – 38 Israel – 39

Turkey – 45 Turkey – 41 Qatar – 46

Qatar – 47 Qatar – 48 Turkey – 47

Jordan – 60 Jordan – 61 Jordan – 53

Tunisia – 61 Tunisia – 62 Tunisia – 60

Science only1.2% Reading only

1.6%

Mathematics only5.0%

Reading,mathematicsand science

4.1% inOECD

Reading &science 0.8%

Reading &maths1.2%

Maths &science

2.5%

All countries need to grow their percentage of “toptalent” – how can this be achieved? (top talent = level 5-6)

OECD, PISA 2009 database

Shanghai, 14.6%

Singapore, 12.3%

Dubai, 2.3%

There will be more benchmarking ofpublic services between countries

OntarioMunicipality

ServiceStandards

Benchmarking helps you to seethe Roadmap to success...

Are you determined to follow it?

Benchmarking helps organisations and countriesto identify and reach their potential

The Global Benchmarking Network (GBN) is a globalnetwork of benchmarking centres that help

organisations to identify and reach their potential.

GBN Membership:29 Members from more than 20 countries1. Australia2. Bahrain3. Canada4. Chile5. China6. Czech Republic7. Germany (DGQ-BP)8. Germany (ICB)9. Germany (LEXTA)

20. Saudi Arabia21. Sweden22. Switzerland23. Taiwan24. United Arab Emirates (Ajman)25. United Arab Emirates (DQG)26. United Arab Emirates (ADICOE)27. United Kingdom (BCS)28. United Kingdom (Winning Moves)29. USA

10. Hungary11. India12. Iran13. Ireland14. Kuwait15. Malaysia16. Mauritius17. New Zealand18. Romania19. Russia

611

39

Research Institutes / UniversitiesGermany ICBNew Zealand COERRomania ARoBSwitzerland TECTEMUnited Arab Emirates (Abu Dhabi) ADICOE

Government BodiesUnited Arab Emirates (Ajman) RCAMalaysia MPCMauritius NPCC

Membership Structure 2011

ConsultantsAustralia BMPGermany LEXTAIndia BPCIran IPCKuwait GLCSaudi Arabia BMKSAUnited Kingdom BCSUnited Kingdom WMUSA BPI

National Quality AssociationsBahrain BQSCanada NQICzech Republic CSQUnited Arab Emirates (Dubai) DQGHungary HAEIreland EIQARussia BE/ROQSweden SIQTaiwan CPC

China BRCSSChile BECGermany DGQ-BP

What we do..International benchmarkingprojects

BenchmarkingRoadshows

What we do..

BenchmarkingAwards tobegin in 2012

Trial of the awardprocess in India

www.globalbenchmarking.org

from kuwait

And the GBN has anAnnual Benchmarking Conference!!

to Dubai, March 2012

to Auckland, New Zealand, 5- 7 December 2012www.worldbusinesscapabilitycongress.com

What is benchmarking?

Benchmarking is learningfrom the experience of others

Informal benchmarking is the mostcommon type of benchmarking

learning fromexperts orcolleagues learning

by networkinglearning from

websites & reading

There are two types of formalbenchmarking

Performance Benchmarking Best Practice Benchmarking

“The comparison of performancedata that has been obtained fromstudying similar processes oractivities”.

It is useful for identifying strengths andopportunities for improvement.

What is Performance Benchmarking?

Performance benchmarking is used forcomparing financial and non-financial

performance

Financial measures:

Expenditure, cost of labour, cost of buildings/equipment,cost of energy use, adherence to budget, cash flow,revenue collected.

Non-financial measures:

Absenteeism, staff turnover, % of admin staff to front-linestaff, budget processing time, complaints, environmentalimpact, call centre performance.

“the comparison of performance datathat has been obtained fromstudying similar processes oractivities

What is Best Practice Benchmarking?

and identifying, adapting, andimplementing the practices thatproduced the best performanceresults”.It is useful for “learning from the experience of others” andachieving breakthrough improvements in performance.

Best Practice Benchmarking is the mostpowerful type of benchmarking

Tell me I may forget

Show me I may remember

Involve me and I will understand

Use all types of benchmarking to achievebusiness excellence

Informal Benchmarking

for everyone, use for all processes

Performance Benchmarking

only do if you are going to act on thedata, use for many processes if data isreadily available

Best Practice Benchmarking

use for key opportunities forimprovement

Benchmarking is an essential tool fortoday’s and tomorrow’s world….

Become a Falcon not an Ostrich!

Dr Robin Mann, R.S.Mann@massey.ac.nz www.coer.org.nz,