Purpose This aim of this paper is to explore the understanding and use of lead benchmarking and performance measurement as a possible means of achieving increased organisational change. Design/methodology/approach An empirical research methodology is used to survey 800 UK organisations, with 157 responses, in relation to their approach to lead benchmarking and performance measurement. A working definition of lead benchmarking and performance measurement is developed within the paper. Findings The findings indicate that new lead, forward looking, predictive benchmarks will need to be developed to support lead benchmarking and performance measurement activities. Furthermore, it was found that currently larger organisations are more likely to adopt these practices, with considerable variation across organisational sectors. Originality/value Focuses on ensuring that benchmarking and performance measurement remain at the leading edge of organisational change rather than becoming adhoc business improvement initiatives.
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