By Caroline Chamberland, M.Sc., MBA
Since the major revision of the ISO standards in 2015, a fundamental element has been incorporated into their structure: management commitment. Whether we are talking about quality (ISO 9001), the environment (ISO 14001), occupational health and safety (ISO 45001), or information security (ISO 27001), all of these standards are now based on the same conviction: leadership is the cornerstone of any effective management system.
This paradigm shift has repositioned senior management as the key player in the implementation, monitoring, and continuous improvement of the system. It is no longer simply a matter of delegating to a quality or OHS manager, but rather of bearing ultimate responsibility for the system. In the event of failure, it is no longer enough to point the finger at a middle manager. Management must ask itself the right questions:
- Have the necessary resources (human, material, and financial) been adequately allocated?
- Does the staff have the necessary skills?
- Have the planned actions been incorporated into operational processes, or have they remained merely theoretical?
- Is the importance of the system regularly communicated to all employees?
- Is the system monitored on an ongoing basis, or only during the annual review?
These questions are essential for understanding the extent of management’s actual commitment and the effectiveness of the system in place.
Certification: A Goal or a Means?
A common mistake in organizations is to view certification as an end in itself. While certification can serve as a strategic tool, it should never be the sole reason for implementing a management system. All too often, companies embark on this process solely to meet a customer requirement. This leads to two types of behavior:
Committed companies : They see the management system as an opportunity for improvement. Certification then becomes a catalyst for change. These organizations had often already identified areas for improvement but had not yet taken the time to prioritize them. The system provides them with a structured framework to achieve their goals as early as the first year, and they quickly recognize its added value.
Companies under pressure : They see no value in the system but implement it to meet an external demand. In this case, the system becomes a burden. Resources are not allocated properly, projects related to the system are sidelined, and management activities are neglected. The result: the system is ineffective, poorly integrated, and perceived as a constraint rather than a tool for improvement.
Why do some managers remain disengaged?
A lack of commitment from management is commonly observed when management is convinced that everything is going well within the organization. In the context of quality management (ISO 9001), it is particularly difficult to convince management that problems exist, even in the presence of nonconformities, customer complaints, or dissatisfaction. If financial indicators are strong and market share is stable, the need for change is often downplayed.
On the other hand, in areas such as the environment or health and safety, it is sometimes easier to demonstrate the benefits of a management system. An effective strategy is to propose a small-scale pilot project led by a motivated team. This project can highlight the environmental, social, and financial benefits of a structured approach. However, even this method does not guarantee future commitment from management.
How can we measure management's commitment?
As an owner, president, or member of the executive committee, are you truly committed to your management system? And more importantly, how can you assess whether your commitment is truly effective?
To find out, you need to look beyond intentions and observe how this commitment plays out in practice. It is reflected in the way you speak, the decisions you make, and the actions you take on a daily basis. Here are a few examples of telling behaviors:
Direct speech : “Make it work”
vs
Collaborative discourse : “How can we help you?”
Rigidity of objectives : “We’re not changing our annual goals”
vs
Open to improvement : “What goal could we work toward to improve?”
Minimal communication : “Employees already know that quality is important”
vs
Continuous communication : “Supervisors remind us of the importance of quality every week.”
Symbolic politics : “The policy is in place for certification”
vs
Strategic Policy : “Policy guides daily decisions and actions.”
A negative view of audits : “More pointless audits”
vs
Constructive vision : “Audits allow us to assess the state of our system and make improvements.”
These examples clearly show that commitment isn’t something you can simply decree; it’s something you live out every day.
Rethinking the system to make it relevant
Management disengagement is often linked to a management system that is ill-suited to the company’s reality. When it is too complex, too cumbersome, or disconnected from strategic objectives, it becomes a burden. However, it is entirely possible to review the system’s effectiveness and efficiency to make it relevant and useful.
With personalized support from experts, it is possible to meet regulatory requirements while reaping tangible benefits: improved processes, reduced risks, increased team engagement, higher customer satisfaction, and more.
Conclusion: Are you truly committed?
The fundamental question to ask yourself is this: as an owner, president, or member of the executive committee, are you truly committed to your management system? Your attitude, decisions, and communication directly influence the system’s success or failure.
A well-designed, well-integrated management system that has the support of senior management becomes a powerful driver of continuous improvement. Conversely, a system implemented solely to obtain certification, without genuine commitment, risks becoming a useless burden.
It’s time to rethink your approach, ask yourself the right questions, and turn your management system into a strategic tool that serves your organization.
Don’t let your system become a burden: request your assessment today and get the support you need to turn it into a powerful tool for continuous improvement.
| Contact us for a personalized assessment of your management system or for guidance on how to make it as lean as possible while fully meeting the specific needs of your organization. |
To learn more about this topic, check out our article: Productivity and Performance: The Keys to Improvement.
https://www.accademia.com/fr/productivite-et-performance-les-cles-de-lamelioration/