While benchmarking works well for bringing inside the best practices of others, it often amounts to strategy by mimicry. It’s not very good for devising an original “best practice” that doesn’t already exist. Cross-functional teams are good at pooling existing knowledge, breaking down barriers, and finding new ways to work inside the existing game. But these same teams often shy away from more speculative data gathering, “blue sky” brainstorming and going “outside the box” to change the rules of the game itself.
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