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Identify improvement opportunities and create a competitive environment to improve business performance
4 – 5 March 2018
Dusit Thani Hotel, Dubai, UAE
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"Benchmarking" is something we do every day of our lives because benchmarking is about making comparisons. So, when we make choices or select a product, service (or anything else), we are doing so after comparing one product or service with another. It may be something rather trivial like the type of bread we chose for our sandwich for today's lunch, or something major like the hospital we chose to perform a surgical procedure. So, we use comparisons to help us make good decision – that's the purpose of benchmarking.

When carrying out benchmarking we, essentially, develop our criteria, look at (or sample) the options and then make a choice - that's the process of benchmarking.

A "Benchmark" (as opposed to benchmarking) is a standard, something to aspire to and, again, something we use in our daily life: we may have a benchmark weight that we are dieting to achieve; a benchmark time we are attempting to match in our daily jog; a benchmark blood pressure or cholesterol level that we need to achieve to remain in good health.

It is very much the same at an organisational level where the process of "Benchmarking' is described by David T Kearns Chairman, Xerox Corp (1982 – 1990) as: "the continuous process of measuring products, services and practices against the toughest competitors or those companies recognized as industry leaders;" the purpose of benchmarking at a business level is improvement. The "toughest competitors or recognised industry leaders" are known as "the Benchmarks."

During this two-day course you will be able to explore all aspects of Benchmarking to enable you to select the best approach or approaches for your organisation – those that offer you the best opportunity to improve business performance. In addition, you will also learn how to follow the universally accepted process for Benchmarking with a partner.

Course Content
  • What is Benchmarking?
  • The advantages and challenges presented by each type of Benchmarking with recommendations for overcoming the challenges
  • What aspects of a business can be Benchmarked?
  • Relating key performance indicators (KPIs) to each critical success factor
  • How to use a range of tools to measure and monitor KPIs
  • How to build and deploy a scorecard to monitor improvement trends
  • The Benchmarking process
Who Should Attend

Directors, senior managers and business improvement professionals from all sectors who wish to learn world class benchmarking approaches from others.

Benefits Of Attending
  • Define, describe and understand the different types of benchmarking and explain the advantages and challenges of each type
  • Identify potential benchmarking opportunities
  • Prioritise improvement opportunities and set performance expectations
  • Monitor company performance and manage change
  • Gain perspective about business performance when compared to other companies

    Alan Power
    Managing Director
    Mpower (UK) Ltd., UK

    Alan Power left Lloyds TSB after 32 years to set up his own consultancy business, MPOWER (UK) Ltd., which provides services to support organisational development.

    During his career with the bank Alan had held several senior executive positions within Human Resources when, in 1986, during his time as HR Director of one of the bank's subsidiary companies, he became aware of the work of Dr W Edwards Deming and other Quality gurus and, as a result, became an enthusiastic supporter of the principles and practices of Total Quality Management, in particular he developed competencies in areas that today are known as Lean Thinking and Six Sigma; he was also an early adopter to the Balanced Scorecard and employed benchmarking extensively throughout his career.

    In 1989, as a direct consequence of his interest in business improvement strategies, he was invited to set up and manage a centralised business unit to handle the bank's $15 billion mortgage business. As General Manager, he created the company, TSB Homeloans Ltd., using Lean and Six Sigma principles which won him several Quality awards and culminated in him winning the 1996 Quality Scotland National Award for Business Excellence. In 1997 this result led to the CEO of Lloyds TSB appointing Alan to a strategic quality role at the Lloyds TSB corporate headquarters where he directed the quality policy and strategy for the whole group.

    Alan has been an assessor for the British Quality Awards and the European Foundation for Quality Management Awards; a visiting lecturer on Quality Management for the University of Warwick and the University of Leicester; he has also been a jury member for the Scottish National Quality Awards.

    Alan has extensive experience of the Middle East where he has been running both public and in-company programmes for over 10 years and in all GCC countries.

    Dusit Thani Hotel

    Dubai, United Arab Emirates

    Dusit Thani Dubai

    Dusit Thani Dubai is an iconic 5-star luxury hotel that captures the essence of Thailand in the vibrant centre of this cosmopolitan city, the jewel of the UAE.

    The hotel is strategically located just five minutes from Dubai's main business hub, within walking distance from the nearest metro station and just 15 minutes from the airport. In addition, the world's tallest building, the Burj Khalifa, and the world's largest shopping mall, The Dubai Mall, are just a short walk from Dusit Thani.

    Dusit Thani Dubai
    133, Sheikh Zayed Road
    P.O. Box 23335 Dubai
    Dubai, United Arab Emirates

    Tel +971 (4) 343 3333
    Fax +971 (4) 343 4222


    Special delegate rates have been negotiated at selected hotels and we highly recommend you secure your room reservation at the earliest to avoid last minute inconvenience. You can contact the Hospitality Desk for required assistance on:

    T:+971-4-407 2693
    F:+971-4-407 2517


    Delegates requiring visas should contact the hotel they wish to stay at directly, as soon as possible. Visas for non-GCC nationals may take several weeks to process.

Date Course Fee Before
24 December 2017
Course Fee Before
28 January 2018
Final Fee
4 – 5 March 2018
US$ 2,495 US$ 2,745 US$ 2,995

Course fees include documentation, luncheon and refreshments. Delegates who attend all sessions will receive a Certificate of Attendance.

Pricing excludes 5% VAT, where applicable


Book and pay full fee for two colleagues and the third attends for FREE

  • Not applicable in conjunction with corporate discounts
  • Payment to be settled before start of the course to avail the offer
  • This offer is not applicable on Early Bird Prices

For more information, email Andy Watts on

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