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How to Be a Transformational CQO

Three tactics that can overcome the obstacles of perception and complexity

Andrew Spanyi
Thu, 12/22/2011 - 12:27
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Chief quality officers (CQO) are particularly well placed to lead a major transformational effort. Yet, few do so successfully in spite of having a vested role in operational improvement and having input into what the organization measures and monitors.

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Although many CQOs do emphasize continuous improvement and systematic business practices in quality assurance and quality control, a more systemic view is needed when the CQO is intent on playing a leading role in large-scale change. The transformation-minded CQO needs to understand the key obstacles and how to overcome them.

The daunting challenges that CQOs face today include a preoccupation with short-term profits, a narrow view of quality by many executives, ensuring transparency and control, and dealing with an increasingly complex regulatory environment. Although all CQOs need to deal with these situations, the transformation-minded CQO must overcome two major obstacles: perception and complexity.

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