Post 3 – Assessment and Evaluation – Final words about Evaluation
This is the third is a series of posts you can find a link to the two earlier posts at the bottom of this post.
Evaluation is about comparisons. Benchmarking is a formal process of looking at the metrics and state of an enterprise to compare to peers, leading enterprises, and key best practices. At a less formal level, an evaluation can start with: lists of industry/sector best practices, recommendations of outside advisors such as auditors, legal counsels, or consultants, and technical standards within an industry. Institutional settings often have outside evaluations done on a periodic basis (such as the Joint Committee on Hospital Accreditation or educational accreditation bodies, renewal of regulatory licenses, or quality certifications). Commercial enterprises often discourage evaluation or comparisons for liability, conformance, self-indulgence, or cultural reasons. To be effective evaluation has to reflect a level of perspective and be forward-looking. No enterprise can be “the best” at all things – and some “best practices” reflect aspirational objectives apart from pragmatic economics or priorities. That said, would people seek care at a healthcare institution declared to be “at the average rate of deaths” for treatments? Before starting, is the enterprise able to deal with the results of an evaluation? An evaluation process’ value isn’t just a ‘report card’! A valuable evaluation provides a perspective (by comparisons) on the enterprise’s current status and possible areas for aspirational progress.
This is the third is a series of posts concerning assessing and evaluating enterprise readiness for disruptive events.
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