The purpose of this paper is to describe the problems encountered and the solutions developed when using benchmarking and key performance indicators (KPIs) to monitor a major UK social house building innovation (change) programme. The innovation programme sought improvements to both the quality of the house product and the procurement process.
Benchmarking and KPIs were used to quantify performance and in‐depth case studies to identify underlying cause and effect relationships within the innovation programme.
The inherent competition between consortium members; the complexity of the relationship between the consortium and its strategic partner; the lack of an authoritative management control structure; and the rapidly changing nature of the UK social housing market all proved problematic to the development of a reliable and robust monitoring system. These problems were overcome by the development of multi‐dimensional benchmarking model that balanced the needs and aspirations of the individual organisations with the broader objectives of the consortium.
Whilst the research methodology provides insight into the factors that affected the performance of a major innovation programme its findings may not be representative of all projects.
The lessons learnt should assist those developing benchmarking models for multi‐client consortia.
The work reported in this paper describes an inclusive approach to benchmarking in which a multiple client group and their strategic partner sought to work together for shared gain. Very few papers have addressed this issue.
Jones, K. and Kaluarachchi, Y. (2008), "Performance measurement and benchmarking of a major innovation programme", Benchmarking: An International Journal, Vol. 15 No. 2, pp. 124-136. https://doi.org/10.1108/14635770810864848
Emerald Group Publishing Limited
Copyright © 2008, Emerald Group Publishing Limited