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Leading Innovation through Design: Proceedings of the DMI 2012 International Research Conference
Abstract
The 18th academic conference hosted by the Design Management Institute (DMI) of Boston, Mass., attracted a greater number of papers than any previous conference. The event was intended to highlight the importance of the contribution of design to organisational effectiveness and success, particularly in the ways that it can improve the new product development process, contribute to better strategic thinking and decision-making, and be an important element in the leader¡¦s toolkit. The conference was a means for researchers and thinkers to celebrate the importance of design and to work towards becoming a credible and full participant in the work of organisations. We were proud and deeply honoured to have Professor Roger Martin, Dean of the Rotman School of Business at the University of Toronto, as our keynote speaker. He has been an inspirational thinker and one of the foremost and most passionate advocates of the methodologies and thinking of design as important and under-utilised organisational resources. Our goal was to create an inclusive conversation among academics from a variety of disciplines, including business (organizational behavior, strategy, marketing, and operations) and design management (design strategy, product design, brand identity, communications, interactive design, user experience, architecture, and environmental design). We aimed to advance the state of the art in design management research, theory, and practice, and produce a significant contribution to this exciting and fast-developing field. Businesses are changing; manufacturers are becoming service providers and services are focusing increasingly on experiences. Organizations, in both the profit and the social sector, are seeking competitive advantage through innovation in their offerings, structure, processes, and business models. We believe that this was an appropriate time to convene a gathering of academics to take a critical look at how to bring a scholarly lens to the ways that design may help to both shape and implement innovation in these emerging developments. The theme of the conference, Leading Innovation through Design, clearly attracted management theorists as well as well as design theorists, as it was intended to do. The conference organisers, in locating it close both physically and in terms of time alongside the management community's main academic conference -the AOM- hoped to attract "mainstream" management researchers to contribute to the design management research conversation. The organisers believe that design management research has been undeservedly neglected by management theorists. The result was a large number of submissions of top quality, interesting, and rigorous papers. A total of 195 submissions were received from 36 countries and 133 universities and research institutes. These submissions were blind reviewed. Approximately 45% were accepted for presentation of full papers at the conference, and are published in these proceedings.
The conference was organised around these seven themes, and both full paper presentations and poster sessions were organised into these tracks:
- Innovations in Design Research Methodologies, Management Processes.
- Bridging Research and Practice in the Management of Design.
- Design-Led Innovation in Business Models.
- Developing Design Thinking Skills.
- Design-Led Innovation in Products and Services.
- Design-Led Innovation in Organizations and the Workplace.
- Innovations in Design Management Education.
We would like to thank a number of people and organisations who have been helpful in organising the conference and preparing this set of proceedings. These include John Tobin, VP, Business Operations, from Design Management Institute who provided exceptional support in his role as Conference Secretary. We would like to thank Esther Dudley from Plymouth University, who encourage her students to produce artwork proposals for the conference identity, Sarah Essex whose design proposals were adopted, and every member of the International Scientific Review Committee who provided their time and expertise during the review process. This was a truly international team effort by conference committee whose members were dispersed across the world.
RESUMEN. Liderando la Innovación a través del Diseño: Actas de la Conferencia Internacional de Investigación DMI 2012. La XVII Conferencia académica organizada por el Instituto de Gestión del Diseño (DMI) de Boston, Massachusetts, atrajo a un mayor número de trabajos que cualquier conferencia anterior. El evento estaba destinado a destacar la importancia de la contribución del diseño a la eficacia y el éxito de la organización, en particular en las formas en que puede mejorar el nuevo proceso de desarrollo de productos, contribuir al pensamiento y toma de decisiones estratégicas, que es un elemento importante entre las herramienta de los líderes. La conferencia fue un medio para que los investigadores y pensadores celebren la importancia del diseño y trabajen para convertirse en un participante creíble y completo en el trabajo de las organizaciones. Nos sentimos orgullosos y profundamente honrados de tener al profesor Roger Martin, decano de la Rotman School of Business de la Universidad de Toronto, como nuestro orador principal. Él ha sido un pensador inspirador y uno de los principales defensores más apasionados de las metodologías y ha pensado en el diseño como uno de los más importantes y subutilizados recursos organizacionales. Nuestro objetivo era crear una conversación incluyente entre los académicos de una variedad de disciplinas, incluyendo negocios (comportamiento organizacional, estrategia, marketing y operaciones) y la gestión del diseño (estrategia de diseño, diseño de producto, identidad de marca, comunicaciones, diseño de interacción, experiencia de usuario, arquitectura y diseño ambiental). El objetivo fue avanzar en el estado del arte en la investigación de la gestión de diseño, teoría y práctica, y producir una importante contribución a este campo apasionante y de gran desarrollo económico. Las empresas están cambiando; los fabricantes se están convirtiendo en proveedores de servicios que se centran cada vez más en las experiencias. Organizaciones, tanto en el sector social como el de negocios, están buscando una ventaja competitiva a través de la innovación en sus ofertas, modelos de estructura, procesos y servicios de oficina. Creemos que este era el momento adecuado para convocar una reunión de académicos para tomar una mirada crítica sobre cómo llevar un enfoque académico en las maneras en que el diseño puede colaborar en la forma de implementar la innovación en estos desarrollos emergentes. El tema de la conferencia -Liderando la Innovación a través del Diseño- atrajo claramente teóricos de la administración, así como así como los teóricos del diseño, ya que estaba destinado a eso. Los organizadores locales de la conferencia, se esforzaron para atraer a los "principales" investigadores de gestión para contribuir a la investigación en el diálogo con la gestión del diseño. Los organizadores creen que la investigación de la gestión del diseño ha sido inmerecidamente olvidado por los teóricos de la gestión. El resultado fue un gran número de presentaciones de calidad, interesante y rigurosos documentos. Se recibieron un total de 195 presentaciones de 36 países y 133 universidades e institutos de investigación. Estas presentaciones fueron revisadas a ciegas. Aproximadamente el 45% fueron aceptados para presentación de trabajos completos en la conferencia, y aparecen en el presente libro.
La conferencia fue organizada en torno a estos siete temas, y las dos presentaciones de trabajos completos y sesiones de carteles se organizan en estas líneas:
- Innovaciones en el diseño de metodologías de investigación, procesos de gestión.
- Construyendo puentes entre investigación y práctica en la Gestión del Diseño.
- Design-Led Innovación en Modelos de Negocio.
- Desarrollo de Habilidades de Pensamiento de Diseño.
- Design-Led Innovación en Productos y Servicios.
- Design-Led Innovación en las Organizaciones y el Trabajo.
- Innovaciones en Diseño Gestión de la Educación.
Nos gustaría dar las gracias a una serie de personas y organizaciones que han sido útiles en la organización de la conferencia y en la preparación de este conjunto de actuaciones. Estos incluyen John Tobin, vicepresidente, Operaciones de Negocios, del Instituto de Gestión del Diseño, que proporcionó apoyo excepcional en su papel como Secretario de la Conferencia. Nos gustaría dar las gracias a Esther Dudley de la Universidad de Plymouth, que motivan a sus estudiantes para producir propuestas de obras de arte para la identidad de las conferencias, Sarah Essex cuyo diseño de propuestas fueron aprobadas, y cada miembro del Comité Internacional de revisión científica que proporcionó su tiempo y experiencia durante el proceso de revisión. Este fue un esfuerzo de equipo verdaderamente internacional por el Comité de la Conferencia y cuyos miembros están dispersos alrededor del mundo.
... PSS could be implemented as a service method to sell products by considering customer needs (Mueller & Thoring, 2012). Fulfilling customer needs through dematerialized services instead of using material-intensive products is defined as PSS (Hong et al., 2009). ...
... In fact, internet service increases the competitiveness of the companies and thus profitable PSS emerges. According to OECD research, when service and production-oriented thinking develop together, that gives better profit to company (Mueller & Thoring, 2012). Today, the technology-lacking company scarcely succeeds in the competition. ...
... It is a collaborative, team-based and interdisciplinary learning process of observation, framing, ideation and solution development (Beckman & Barry 2007;Curedale 2013). This process generally starts with a problem or a question instead of an idea (Mueller & Thoring 2012). ...
... Although they apply similar methods and tools, they use different names in the process. In human-centred approaches, iteration usually takes place at the test stage through the prototype towards the end of the whole process, while in customer-centred approaches, it is called pivoting, and can be implemented earlier, not only in the prototyped idea, but even before the hypothesis is tested (Mueller & Thoring 2012). ...
Design Sprint is an intensive and innovation-focused framework based on Design Thinking principles. This study discusses the potential usage of the design sprint framework in industrial design education, and focuses on its strengths and weaknesses as an educational tool. Within this context, the study reports on a design sprint workshop involving twelve industrial design students in their fifth semester. The general process and outcomes of the design sprint workshop are critiqued along with the feedback of participant students. Design sprint in industrial education supports student ability to critique their own design and creative thinking, offers a new usage of prototyping as a testing material, and enables user-designer interaction, but also challenges the students with limited time and intensive workload. Design sprint can be a tool for carrying out multidisciplinary studies, reflecting the activities of professional practice, and accelerating project progress in design education.
... The question arises, how creative workflows can be optimized through spatial adjustments and what kind of infrastructure is required to facilitate creative processes. Innovation processes such as design thinking or lean startup (Brown, 2008;Mueller & Thoring, 2012;Ries, 2011) suggest a frequent switching between process steps and iterations among teamwork, ideation, prototyping, testing, and so forth. This approach requires different environments than traditional (office) workspaces. ...
Work and study environments that facilitate creative design processes—so called creative spaces—have gained an increased interest in the past years. The question if, and if yes how the physical environment could support designerly activities, has attracted the attention of design schools, startups, and global companies. This PhD project contributes to this emerging field by providing a systemic investigation of the topic from different angles. The first part of this thesis explores the topic through four empirical studies, in order to gain a broad understanding of creative work and study environments. The second part pursues a practice-based design science approach that consolidates the findings in a workshop concept and a set of tangible artifacts to support co-creation for designing creative work environments.
The B374 project: “Integrated Management of Design and Innovation. Contributions for a theoretical-conceptual and methodological review", was accredited by the National University of La Plata as a 2020 Biennial Research and Development Project and responds to the need to survey, analyze and form a base of new theories, concepts, categories and definitions related to design and innovation management, focusing attention on three main axes: marketing, local development and entrepreneurship; which will be transversally analyzed by the approaches: education, profession, and research.
RESUMEN. El proyecto B374: “Gestión Integrada de Diseño e Innovación. Contribuciones para una revisión teórico-conceptual y metodológica”, fue acreditado por la Universidad Nacional de La Plata como Proyecto de Investigación y Desarrollo Bienal 2020 y responde a la necesidad de relevar, analizar y conformar una base de nuevas teorías, conceptos, categorías y definiciones relacionadas con la gestión del diseño y la innovación, centrando la atención en tres ejes principales: marketing, desarrollo local y emprendedorismo; los cuales serán transversalmente analizados por los enfoques: educación, profesión, e investigación.
The B374 project: “Integrated Management of Design and Innovation. Contributions for a theoretical-conceptual and methodological review”, was accredited by the National University of La Plata as a 2020 Biennial Research and Development Project and responds to the need to survey, analyze and form a base of new theories, concepts, categories and definitions. related to design and innovation management, focusing on three main axes: marketing, local development and entrepreneurship; which will be transversally analyzed by the approaches: education, profession, and research.
RESUMEN. El proyecto B374: “Gestión Integrada de Diseño e Innovación. Contribuciones para una revisión teórico-conceptual y metodológica”, fue acreditado por la Universidad Nacional de La Plata como Proyecto de Investigación y Desarrollo Bienal 2020 y responde a la necesidad de relevar, analizar y conformar una base de nuevas teorías, conceptos, categorías y definiciones relacionadas con la gestión del diseño y la innovación, centrando la atención en tres ejes principales: marketing, desarrollo local y emprendedorismo; los cuales serán transversalmente analizados por los enfoques: educación, profesión, e investigación.
The principles of the lean startup approach are increasingly gaining relevance in theory and practice. At the same time, key principles such as ‘pivoting’ and the ‘build-measure-learn cycle’ remain under-theorized. This hurts the clarity of these concepts and it hinders more effective use of them in practice. We tackle both of these issues in this article. First, we draw on action regulation theory to theorize both ‘pivoting,’ as well as the ‘build-measure-learn cycle.’ Subsequently, we build on this theorizing to develop theoretically grounded design principles. This article contributes to both theory and practice. First, theorizing the lean startup principles improves the clarity of the focal concepts and helps to understand why, for whom, and when they work. Second, the developed design principles contribute to the increasing body of design knowledge which provides scientifically grounded guidance for entrepreneurs and entrepreneurship educators.
Esta investigación inicia con la interrogante sobre la existencia de prácticas de diseño y arquitectura en las compañías Startups y presenta un breve estado del arte sobre estas prácticas. La metodología utilizada es la revisión bibliográfica y los resultados obtenidos muestran que estas Compañías si tienen prácticas definidas; y además, las recomiendan detallando sus casos de estudio como muestra de su efectividad. ABSTRACT This work begins with the research question about design and architecture practices in Startups and it show a brief state of the art. The methodology used was the literature review and the results show us that these companies not only have incorporated this practices; and also recommend them detailing their case studies as a demonstration of their effectiveness.
This article deals with strategy step of furniture design, in particular with sensemaking. This last is an abductive process, which this paper restricts to designer’s interpretation on objects of his/her area of expertise.
The research has complied with a circular evolution, essentially composed by: 1. empirical analysis of furniture sector and relative cultural trends; 2. research of semantically coherent groups of furniture; 3. theory-building. The result is a methodology able to guide and visualize sensemaking in furniture design process.
Beginning from Peirce’s Semiotics, this study reconstructs a theoretical framework by identifying four kinds of furniture-referent connections and four corresponding semantic purposes. Then, it guides the creation of a concept map representing mental organization and interpretation of the gathered iconographic material. Concept mapping generates semantically coherent groups of furniture, which we can see as design patterns directing final sensegiving.
This paper focuses on a practical use of semiotics in furniture design, in particular in the strategy step of design process. It proposes a referential vision, using visual tools that could help designer in managing the sense of his/her product.
The theme of this work is the Final Integrator benchmarking in the public sector. This work, part of the interest in analyzing the importance that has become the industry - benchmarking as a tool for improvement and innovation in public management , where states undertake efforts to ensure quality, efficiency and effectiveness of the services provided. In this logic, the main objective, which is to provide input and suggestions for the implementation of benchmarking tools in the cross state and regional dimensions of the Province of Buenos Aires is inscribed. The study is exploratory and descriptive, uses a qualitative methodology that combines a literature review for the development of the theoretical framework and the definition of the types and dimensions of benchmarking, identifying and describing experiences from the empirical evidence surveyed. The theoretical starting point of this study is structured based on the models and approaches to benchmarking, developed by Robert Camp (1991 and 1996), Michael Spendolini (1997) and Fernando Marchitto (2002). The application of this framework allows us to examine and understand the different methodologies and benchmarking practices , institutionally undertaken at subnational, national and international levels; that then, possible to achieve the conclusive phase. The different conclusions allow us to place ourselves in the Province of Buenos Aires and articulately propose bases, guidelines, phases and dimensions, to generate institutional tools and benchmarking applications in public administration. In short, we will not focus on the precise that can be implemented technique at the provincial level, but on how you can improve the production quality of public organizations forms, through a conscious process of application, where revalue the true potential providing its continuous institutional use. In this sense, we argue that this proposal is innovative because the provincial level, we do not have studies or specific applications of this technique to allow disseminate and install, as some of the practices that encourage constant use improvement and allow the development of organizations. For all we know, there are only isolated cases of application of benchmarking in the Province of Buenos Aires and mostly, these are cases that belong to external initiatives. In short, we believe that this work will reveal how the technique of benchmarking works and what are its possible applications in the provincial public sector.
RESUMEN. El tema de este Trabajo Final Integrador es el benchmarking en el sector público. Este trabajo, parte del interés por analizar la importancia que ha cobrado el benchmarking en el sector –como una herramienta de mejora e innovación de la gestión pública– donde los Estados comprometen esfuerzos para conseguir calidad, eficiencia y eficacia en los servicios que presta. En esta lógica se inscribe el principal objetivo, que consiste en realizar aportes y propuestas, para la implementación de herramientas de benchmarking en las dimensiones transversales y regionales del Estado de la Provincia de Buenos Aires. El estudio es exploratorio y descriptivo, emplea una metodología cualitativa que combina un análisis bibliográfico para la elaboración del marco teórico y la definición de los tipos y dimensiones del benchmarking, con la identificación y descripción de experiencias a partir de la evidencia empírica relevada. El punto de partida teórico de este estudio, se estructura en base a los modelos y enfoques de benchmarking, desarrollados por Robert Camp (1991 y 1996), Michael Spendolini (1997) y Fernando Marchitto (2002). La aplicación de este marco conceptual, nos permite examinar y comprender las distintas metodologías y prácticas de benchmarking, emprendidas institucionalmente a nivel subnacional, nacional e internacional; que seguidamente, posibilitan alcanzar la fase conclusiva. Las diferentes conclusiones nos permiten situarnos en la Provincia de Buenos Aires y proponer articuladamente las bases, lineamientos, fases y dimensiones, para la generación de herramientas y aplicaciones institucionales de benchmarking en la Administración Pública. En síntesis, no haremos foco en las formas precisas en que puede implementarse la técnica a nivel provincial, sino en cómo puede mejorar la calidad de la producción de las organizaciones públicas, a través de un proceso conciente de aplicación, donde se revalorice el verdadero potencial que proporciona su utilización institucional continua. En ese sentido, sostenemos que esta propuesta es innovadora, porque a nivel provincial, no contamos con estudios o aplicaciones concretas de esta técnica que permitan difundirla e instalarla, como unas de las prácticas de uso constante que incentivan la mejora y permiten el desarrollo de las organizaciones. Por lo que sabemos, existen solo algunos casos aislados de aplicación de benchmarking en la Provincia de Buenos Aires y en su mayoría, se tratan de casos que pertenecen a iniciativas externas. En definitiva, entendemos que este trabajo permitirá revelar cómo funciona la técnica de benchmarking y cuáles son sus posibles aplicaciones en el ámbito público provincial.
Il design sta assumendo sempre maggiore importanza come mezzo per differenziare i prodotti e per aumentarne il valore. Al tempo stesso, la rapidità con cui un prodotto viene proposto sul mercato dipende dalla capacità di integrare il design nel processo di produzione. Tuttavia, molte PMI «in particolare le nuove imprese a prevalenza tecnologica» mancano di competenze specializzate per la gestione del design, e spesso non dedicano abbastanza attenzione a questo aspetto. L'industria automobilistica, e le grandi società come la Philips e la Braun, gestiscono e misurano l'impatto del design come strumento innovativo. Per le PMI la gestione della creatività e del design è allo stesso stadio in cui si trovavano le tecnologie CAD/CAM dieci anni fa. Solo ora si comincia a risentire il valore commerciale di tali metodi. Negli ultimi anni, le imprese industriali che sono alla vanguardia nella produzione di certi prodotti, cominciano a sperimentare una forte concorrenza che non è altrettanto tutelata. Queste soffrono gli impatti della competenza che offre “quasi” gli stessi prodotti a prezzi più bassi, grazie a minori investimenti in ricerca & sviluppo, che riduce la sua struttura di costi. Le disposizioni legislative nazionali in materia di disegni e modelli sono tra loro assai diverse. A seguito dei recenti interventi normativi comunitari (Direttiva 13 ottobre 98/71/CE Parlamento Europeo e Consiglio, e relativo Regolamento) ai fini del buon funzionamento del mercato interno, stanno pervenendo ad un loro completo riavvicinamento. Entro il 28 ottobre 2001 gli Stati membri della Comunità sono chiamati ad emanare le normative necessarie per conformarsi alla Direttiva. Ai legislatori nazionali resta così poco tempo per attuare tale opera di armonizzazione. Nell’ultimo Convegno svoltosi a Treviso, si impegnava a focalizzare le disposizioni nazionali degli Stati membri che dovranno essere modificate al fine di assicurare il loro riavvicinamento. Esso ha costituito un’importante occasione per quanti si occupano di Design per evidenziare lacune e incertezze delle attuali normative e mettere in luce le esigenze della pratica. Dagli interventi e dalla Tavola Rotonda sono emerse indicazioni di grande ausilio agli operatori, ai legislatori e alle istituzioni comunitarie direttamente coinvolte. Questo lavoro intende sviluppare la situazione attuale del industrial design nell’ambito dell’Unione europea. Dimostrando la sua importanza nel settore industriale attraverso lo sviluppo di tematiche inerente le diverse politiche nazionale e comunitarie.
This paper seeks to identify strategies for bringing innovation into public sector organizations, and develop some ideas about how and when to deploy these strategies. We discuss management innovation conceptually, and then discuss some specific techniques of management innovation now being experimented within the public sector. These techniques include: Strategic planning, reengineering, total quality management, benchmarking, team management and privatization.
Given the prevailing emphasis on agency performance, customer focus, stakeholder’s interests and other methods of assessment under new public administration and prevailing managerialism in many public sectors around the world, administrative practitioners have taken to benchmarking as an instrument for assessing organizational performance and for facilitating management transfer and learning from other benchmarked organizations. The introduction of benchmarking into the public sector is still in its early stages. Technical problems, scepticism about usefulness and the appropriateness of transferring putative private sector competencies into public administration and the resistance in accepting organizational change as a necessary consequence of benchmarking exercises in the public sector, prevent the widespread acceptance and use of benchmarking in public sectors, arguably “punch-drunk” with systemic change. Nevertheless, there are some encouraging examples of benchmarking within the public sector. This paper critically analyzes these examples in order to establish the vulnerability points of such measurement instruments which, possibly, need more research in order to establish the specific learning dimensions to benchmarking and to illustrate the importance of such benchmarking and learning within the highly risky, information technology (IT)-driven experiences of systems development and failure.
Benchmarking in the public sector contributions and implementation proposals for the province of Buenos Aires. The theme of this work is benchmarking in the public sector. This research, part of the interest in analyzing the importance gained in the sector benchmarking as a tool for improvement and innovation of governance where states undertake efforts to ensure quality, efficiency and effectiveness of the services provided. In this logic, the main objective, which is to provide input and suggestions for the implementation of benchmarking tools in the cross state and regional dimensions of the Province of Buenos Aires is inscribed. The study is exploratory and descriptive, uses a qualitative methodology that combines a literature review for the development of the theoretical framework and the definition of the types and dimensions of benchmarking, identifying and describing experiences from the empirical evidence surveyed . The theoretical starting point, is structured based on the models and approaches developed by Robert Camp, Michael Spendolini, Rolf Pfeiffer and Fernando Marchitto. This framework allows to consider various institutional practices of subnational, national and international levels.
RESUMEN. El tema de este trabajo es el benchmarking en el sector público. Esta investigación, parte del interés por analizar la importancia que ha cobrado el benchmarking en el sector como herramienta de mejora e innovación de la gestión pública donde los Estados comprometen esfuerzos para conseguir calidad, eficiencia y eficacia en los servicios que presta. En esta lógica se inscribe el principal objetivo, que consiste en realizar aportes y propuestas, para la implementación de herramientas de benchmarking en las dimensiones transversales y regionales del Estado de la Provincia de Buenos Aires. El estudio es exploratorio y descriptivo, emplea una metodología cualitativa que combina un análisis bibliográfico para la elaboración del marco teórico y la definición de los tipos y dimensiones del benchmarking, con la identificación y descripción de experiencias a partir de la evidencia empírica relevada. El punto de partida teórico, se estructura en base a los modelos y enfoques desarrollados por Robert Camp, Michael Spendolini, Rolf Pfeiffer y Fernando Marchitto. Este marco conceptual, permite examinar distintas prácticas institucionales de los niveles subnacional, nacional e internacional.
Objective
To define the strategy, the conceptual framework, the methodology and the indicators that are needed to promote and consolidate the culture of external reference (benchmarking) as a strategy for change in Primary Care teams (PCT).
Design
Cross-sectional, descriptive study.
Setting
Primary care services of the Barcelona City Health Region.
Method
Two stages were distinguished. At the first stage, an adviser group was set up. This was divided into 4 focus groups in which the main lines, the conceptual framework, the sizes, the indicators and the methodology for comparing PCTs were agreed. The second stage, that of prioritisation, was conducted by means of a questionnaire to opinion-formers. For each of the indicators proposed, they appraised the degree of agreement, the suitability and relevance of indicators, the capacity of PC to modify results and the practicality of the information for composing the indicators.
Results
The involvement of professionals, their approach to improvement, and the transparency and dissemination of the evaluation were identified as strategic elements of benchmarking dynamics. In line with the basic principles of PC and the health system, 6 dimensions for evaluation were set: accessibility, effectiveness, capacity to resolve problems, longitudinality, cost-efficiency, and results. 43 of the 57 indicators prioritised gained the consensus of over 90% of the consultants.
Conclusions
Evaluation as a useful tool for managing PC quality has to generate improvements or changes in PCTs. The involvement of professionals in the design and development of evaluation may help both its acceptance and the implementation of the changes arising from it. The indicators used and the effect of benchmarking policy on the results of PC service delivery require evaluation.
This paper presents a generic conceptual benchmarking model which can be applied in manufacturing and service operational environments. The literature dealing with benchmarking was investigated and integrated in the form of a practical model for the implementation of benchmarking. The proposed model and associated framework have both strategic and operational implications for managers as they attempt to gain a competitive advantage in the marketplace.
Benchmarking is the process of comparing one’s own organization with its peers worldwide to identify and learn from best practice. This is obviously not a simple process and it may be advantageous to take advantage of one of the organizations which provides a benchmarking service. Whether using such a service or doing it “on your own”, there are certain principles that should be followed. Outlines the code of practice of the International Benchmarking Clearinghouse to illustrate these principles.