Learning to compete: the value of internal benchmarking

It is becoming increasingly apparent that to remain competitive organizations need a high rate of internal learning. Successful organizational learning and knowledge management require internal processes to support them and a vision that values learning and knowledge. This paper examines learning by auditing in two manufacturing businesses and draws out lessons for managers. The two case studies presented are an aerospace component manufacturer wholly based in Australia and a global food packager with multiple plants around the world. The findings reinforce that knowledge management exposes an explosion of ideas that needs selective action and experienced facilitators if the organization is to benefit from learning by auditing. To stimulate learning data need to be converted to knowledge and couched in the language of the organization. The data must be collected in a meaningful way that is understood and accepted by the people involved and they need to be used to change existing practices in the organization.