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Best Practices

-- Background --


A superior method or innovative practice that contributes to the improved performance of an organization, usually recognized as BEST by other peer organizations.

Reprinted with permission from Quality Progress magazine.
© 2002 American Society for Quality.

-- With C3 Inside --


There are three words in the above definition that are both revealing and limiting:

  1. Method

  2. Practice

  3. Peer


The words “method” and “practice” are closely aligned with the process component (areas 8 and 4) of the 8 Dimensions. Is it possible to have the best method, practice or process and still go out of business? The best methods for producing typewriters, mimeographs, slide rules, carbon paper and a host of other products did not save the leaders of their industries. It also didn’t matter that their “peer organizations” agreed that they were the best.

A method commonly used to determine best practices is called benchmarking. Several assumptions generally guide the pursuit of best practices, including the following:

  • Someone is best

  • “Best” is definable from a producer perspective

  • Matching (or catching) the best is possible

  • Being the best with a practice or method will achieve a competitive advantage

With C3 inside the concept of best practice, we put the emphasis on best outcome. If the outcome wanted is a fast, accurate mathematical answer, the slide rule may not be the best product. If it is not the best product, then any attempt to develop the best production process for slide rules is a fool’s errand.

Best practice with C3 inside requires that we use assumptions contrasting with the traditional ones shown above. These new assumptions include the following:
  • “Best” cannot be fully defined without customer involvement and articulation

  • The pursuit of another producer’s methods is a followership, not leadership, strategy

  • Whoever is currently “best” is not sitting still while we try to catch up

  • Being best in outcomes related to customer success is dependent on innovative thinking, doing what no one has done before, and is likely to produce a longer lasting competitive advantage




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"Creating a Customer-Centered Culture", the Customer-Centered Culture (C3) Model, the C3 logo and the 8 Dimensions Model are service marks or registered trademarks of International Management Technologies, Inc. ©2008 Management Consulting and Training - International Management Technologies. All rights reserved.