Paper
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Abstract
My advice to those contemplating benchmarking is to make sure they don’t automatically assume that a simple apples-to-apples comparison can be made among organizations. Results from a bench- marking exercise require careful analysis to understand fully what can be gleaned from the information. This is especially the case when it comes to Business Process Benchmarking. (See my column in the Fall 2002 issue of the Journal of Business Forecasting that discusses this and the two others forms of benchmarking — internal and external benchmarking).