The following excerpt is from Benjamin Gilad and Mark Chussil’s book The New Employee Manual: A No-Holds-Barred Look at Corporate Life. Buy it now from Amazon | Barnes & Noble | Apple Books | IndieBound

Benchmarking addicts never figure out where they failed. They’ll say, “Our process was an exact replica of Kodak’s! OK, not Kodak, Merck! OK, not Merck, Vodafone, Pfizer, P&G, you name it, we benchmarked and replicated them all! Why did we fail?”

The thing is, benchmarking the best companies isn’t bad in itself if you know what “best” really looks like . . . and if you know how to distinguish analysis, decisions, and thinking from process, mechanics, and results. Cause and effect are hardly ever clear-cut.

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