There also exist roadblocks to completing Level 4 and reaching Level 5, as seen in Figure 8-5. The singular methodology created in Level 3 was developed internally within the company. Benchmarking may indicate that improvements can be made. The original architects of the singular methodology may resist change with arguments such as: "It wasn't invented here," or "It does not apply to us." Another form of resistance is the argument that we have benchmarked against the wrong industry.

People are inherently fearful of change, and benchmarking opens the door for unexpected results to surface. Sooner or later everyone realizes that benchmarking is a necessity for company survival. It is at this junction where a serious commitment to benchmarking occurs.

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