| RESEARCH & CONSULTING |
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| The BestPrax Club offers Research & Consulting services to: |
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Challenge the Best: Bridge lagging practices (Reactive) |
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Leap to the Next: Innovate before leading practices are commoditized (Proactive) |
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| Challenge the Best |
| Practices Mining |
| The steps followed by BestPrax Club for a practices mining study are: |
| 1. |
Understand the organizational environment, relationships and competitive environment |
| 2. |
Understand the key strategic challenges and advantages of the organization |
| 3. |
Understand the key elements of the organization’s performance improvement system |
| 4. |
Understand the current level of maturity of the managerial practices to be researched |
| 5. |
For each managerial practice to be researched, mine for practices in the BestPrax Knowledge Bank that is populated with over 1,000,000 global papers and articles on performance excellence, benchmarking, best practices, and innovation |
| 6. |
For each managerial practice to be researched, analyze the mined managerial practices for common denominations |
| 7. |
Present the findings of the practices mining exercise to the organization |
| 8. |
Thereafter, the organization studies the findings and designs best practices for implementation |
| 9. |
Further, the organization monitors performance to track improvement |
| Principal Partner: BPIR.com, New Zealand |
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| Benchmarking Studies |
| Benchmarking Studies are conducted through the Global Benchmarking Network (GBN). |
| The Global Benchmarking Network (GBN) is an alliance of leading benchmarking centres worldwide who share a common vision and mission. The BestPrax Club is the Indian member of GBN. |
| The broad steps for a benchmarking study are: |
| 1. |
Understand the organizational environment, relationships and competitive environment |
| 2. |
Understand the key strategic challenges and advantages of the organization |
| 3. |
Understand the key elements of the organization’s performance improvement system |
| 4. |
Understand the current level of maturity of the managerial practices to be researched |
| 5. |
Identify the countries to be included, ideally, in the benchmarking study |
| 6. |
For each managerial practice to be researched, analyze the mined managerial practices for common denominations |
| 7. |
Assemble the research findings to identify:
a. Common features
b. Innovative features |
| 8. |
Explore the possibility of mutually sharing the subject best practices with identified global organizations |
| 9. |
Thereafter, the organization studies the findings and designs best practices for implementation |
| 10. |
Further, the organization monitors performance to track improvement |
| Principal Partner: Benchmarking Partnerships, Australia |
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| LEAP TO THE NEXT |
| Creativity Labs |
Creativity Labs harvest the ability of people to generate new designs, products, or ideas that until the moment of generation are completely unknown to the creator. Through right brain thinking the BestPrax Creativity Labs focus on generating pain killer ideas for internal customers; pain killer ideas that eliminate chronic problems and simplify the associated generic business practices. |
| The BestPrax Club has classified 135 generic managerial practices, aligned to the Baldrige criteria. |
| Creativity Labs are conducted by Certified Ideators. The broad steps for conducting an assignment are: |
| 1. |
The client selects a chronic problem relating to a specific generic practice in the organization |
| 2. |
The client identifies potential internal team members for the first Creativity Lab. The selected members should have unique personalities, backgrounds, traits and abilities. Each member should ideally be familiar with a structured problem solving methodology and quality improvement tools |
| 3. |
BestPrax Club selects the right creativity tools for the selected chronic problem:
- Heuristic Brainstorming
- Classic Brainstorming
- Brainwriting 6-3-5
- Imaginary Brainstorming
- Word-Picture Association and Analysis
- TILMAG
- Morphological Box |
| 4. |
BestPrax Club trains the members on the relevant creativity tools, as well as roles and responsibilities of individual team members |
| 5. |
The client and BestPrax Club schedule and plan the first Creativity Lab. The venue should be appropriate in terms of space , seating, and infrastructure |
| 6. |
BestPrax Club facilitates the internal Creativity Lab for the subject chronic problem relating to a specific generic managerial practice in the organization |
| 7. |
BestPrax Club drafts a confidential thematic report on solution "ideas" |
| 8. |
BestPrax Club facilitates an external Creativity Lab for the subject chronic problem, with Certified Ideators |
| 9. |
BestPrax Club facilitates a second external Creativity Lab for the subject chronic problem, with a different mix of Certified Ideators |
| 10. |
The responses from all three Creativity Labs are analyzed by the BestPrax Club to select the 100 best ideas on the basis of how well they match the client organization's objectives |
| 11. |
These ideas are organized into five to ten themes and confidentially reported in detail to the client, by BestPrax Club |
| 12. |
The client organization will own the Intellectual Property produced in the three Creativity Labs facilitated by BestPrax Club |
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