Benchmarking was fully associated with copying before the Unicist Ontological Benchmarking was developed. It produced paradoxical results in most of the cases.
The Unicist Approach to benchmarking requires understanding the ontological structure of the business aspects that are being compared. It allows apprehending the nature of the activity and widening the possibilities of the expansion of the functionality of the value proposition.
“There are three different points of view to benchmark business activities.
1) The point of view of the leaders who need to ensure that the differentiation with the followers is still there and the confirmation that innovators cannot materialize their threat.
2) The point of view of the followers who need to know their positioning to take advantage of their role.
3) The point of view of innovators who intend to install new paradigms in niches, segments or markets and benchmark to confirm and/or build differentiation.
The battle for leadership is about who establishes the standards of a market. In other words, the battle is about “Who is the benchmark?” considered as such by the rest of the competitors.
But there is another point of view we do not consider part of the business establishment. It is the role of the survivors who use benchmarking and reverse engineering to copy competitors’ products, services, processes, technologies etc.
Some of them may become cost leaders in low-cost countries in the world, but most of them are “butterfly companies” that live and die copying.”
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NOTE: The Unicist Research Institute was the pioneer in complexity science research and became a global decentralized world-class research organization in the field of human adaptive systems. http://www.unicist.org/turi.pdf