Competitive benchmarking

Organisational benchmarking outlines a mapping and strategic analysis of the competitors’ organisation charts. This intervention plays a particularly important role in the niche, specialist and highly competitive markets.

Companies often need to get a reliable photograph of its competitors, so through Benchmarking analysis we reach the goal of learning about its organisational models, people employed and functional structures.

STAGE 1. SKILLS SURVEY

analyse tasks and responsibilities of the positions held;
identify the areas of satisfaction of the individual operators and their degree of motivation;
define the level of “executive security” in the role;
assess the perceived workloads;
intercept potential logics of environmental conflict and relationship dynamics.

STAGE 2. OBSERVATION IN THE FIELD

Days of observation and partnering the operators during their work activity will be carried out. Starting from the real observation, the activities performed in day to day operations are defined in an overview

During this stage, the consultant in charge of the project will go to your offices with the goal of partnering and analysing the individual operator during the work day, and will try to generate a comparison using Gap Analysis.

STAGE 3. DEVELOPMENT PLAN

Following the Gap Analysis, we will have the elements necessary so that we can propose to you some guidelines for change for the resources employed as far as the following aspects are concerned:

The key skills of each operator
The analysis of the activities of the individual operators
The work loads
The relationship dynamics
The flows of information
Routine and extraordinary operations;
Analysis of the operating time;
Executive frequencies
Company relationships and interdependences

WHEN TO RELY ON OUR EXPERTISE

When corporate integrations are in progress
When you want to analyse the needs of your collaborators
When you want to plan a targeting training intervention customised based on the performance gaps
When you want to assess the building of an organisational model different from the one adopted
When you want to learn the state of health of your company
When you want to redefine roles and duties