2026 Benchmarking

Benchmarking can show us where others are heading, but it cannot tell us which route is right for us. Here we share the results of The Forum benchmarking survey for 2026 on measures and targets. 

The purpose is not to define best practice or prescribe what organisations should do. It is to support better conversations. To understand what organisations are currently measuring, to reflect on what truly matters, and to surface the gaps. Those gaps often tell us as much as the measures themselves, revealing areas that matter but remain difficult to capture. 

Before exploring the results, it is important to offer a word of caution. Just because others do something does not mean it is the right thing for you. While organisations share many similarities and can learn from one another, they also differ in meaningful ways. They face different challenges, pursue different goals and operate under different constraints. A measure or target that works well in one environment may be unhelpful or even harmful in another.

AI Adoption 

In 2026, most organisations are still deciding where AI fits, rather than redesigning how work, insight and resource decisions are made. We are experimenting with tools, but we have not yet embedded AI as a true operational capability. That distinction matters. Because what we choose to automate, what we choose to augment, and what we choose to leave to human judgement will shape not just productivity, but culture, skills and decision making for years to come.

Shrinkage - Including Sickness & Attrition

Shrinkage has always attracted attention, across our industry. It remains one of the most frequently requested benchmarks, often driven by a simple question: how do we compare to others? But as with many measures, that question can easily lead us in the wrong direction.

Planning Metrics 

Planning metrics sit at the centre of every capacity plan. They influence how we model demand, build schedules and judge success. Yet many targets have evolved over time, often without revisiting the assumptions beneath them. It is important we explore how these measures interact, where target combinations conflict, and how to choose metrics that genuinely strengthen planning.

Commercial Metrics 

Commercial metrics provide the financial lens on performance. In the private sector, they reflect success for shareholders and investors. In the public and not-for-profit sectors, they underpin sustainability and responsible use of budgets. Whatever the context, they shape long-term viability of organisations.

Customer Metrics 

Customer metrics are intended to show whether we are meeting expectations. Many customer measures sit outside planning teams and are not always visible across the wider operation. Common survey-based measures include Net Promoter Score, Customer Satisfaction, Customer Effort and external reviews such as Trustpilot or industry benchmarks. On the surface, higher scores suggest better service. In reality, comparisons are rarely straightforward.

Employee Metrics

Employee metrics offer a view of the health and sustainability of the operation. The link between employee experience and customer outcomes is well understood. If the foundation is weak, service performance will eventually follow. These measures help us assess whether that foundation is strong enough to support long-term success.