Discovery & analysis
Best practices
How comparable organisations do it — as a reality check, not as a starting point. Benchmarks give you calibration, not ready-made answers.
Updated Jan 23, 2026
Discovery · 3.6
Why this last
Best practices as a starting point → you adopt other people’s problems. Best practices after your own design → you get validation and see blind spots. That’s why this chapter comes after Stakeholders, Processes, Pain points and RACI, not before.
What do you deliver?
Benchmark table
Per topic: what we do, what comparable organisations do, and is there reason to worry?
Inspiration list
3-5 ideas from benchmarks you want to consider — as candidates for phase 1 or 2.
Deliberately-not-adopted list
Things we don't do even though they're common elsewhere — with reasoning why not.
Industry baselines
Numbers you measure against: average response times, occupancy rates, ticket volumes.
Sources for benchmarks
Professional literature
ITIL for service management, IFMA for facility, IWMS reports from Gartner/Forrester. Good for concepts and general KPIs.
Peer organisations
Companies of comparable size and sector. Ask your Gfacility implementation consultant for anonymised examples.
Industry associations
FMN, Nevap, NL ICT, etc. Publish benchmark studies and organise peer events.
Your own network
Fellow implementation leads, LinkedIn groups, local BNI/CIO roundtables. Anecdotal but concrete.
Template — Benchmark table
| Topic | Our approach | Sector baseline | Gap | Action |
|---|---|---|---|---|
| Meeting-room booking window | Unlimited in advance | Max 4 weeks ahead | Risk of “ghost” bookings | Add restriction |
| First response on critical ticket | ~3h average | < 1h | Below benchmark | Capacity + alert improvements |
| Catering minimum lead time | 2 days | 3 days | We do more | Deliberately keep |
| … | … | … | … | … |
Best practices on best practices
→ Ask for context, not a recipe
“What did you try that didn't work?” yields more than “what do you do now?”.
→ Match size & sector
A hospital is not a bank. A 200-person org is not a 5000-person org.
→ Don't copy, calibrate
Someone else's solution rarely fits 1:1. Understand the why, not just the what.
→ Document deviations
What you deliberately do differently from benchmark = important for future steering-group discussions.