If you cannot measure it, you cannot manage it.

True: the ‘what’ within any commercial or personal interaction is critical
knowledge for management. But we must recognise that measurement
will only indicate the effect. And if the measurement or assessment
criteria are not specifically determined for your relationships or
interactions, then your understanding of the true effect in your
relationships will be flawed.

Measurement alone will do the job.

False: measuring is NOT managing. Measurement alone will not suffice.
In benchmarking, context is the key. Without understanding the
contributing causes - the ‘why’, ‘where’ and ‘who’ – any management
action will be undertaken with a level of risk that is easily avoided.

Knowledge without resultant behaviour is wasted knowledge
– and wasted effort.

Once the effect and the causes contributing to that effect are known,
solutions to problems, and behaviour that maintains positive outcomes,
must be determined.
This critical conclusion to the process is best achieved in a
collaborative and consultative manner; resulting in an Agreed Action
Plan that is implemented and continuously monitored.