Strategic Human Capital Insights

Is Your Quality Assurance up to the Change Challenge?


Are you ready to take an organizational Quality Assurance diagnostic?


Hand with marker writing the word QualityAs organizations move through continual change, the need to stay up-to-date and relevant is now a strategic imperative.  Nowhere in the organization is this more relevant than to a Quality Assurance Department whose function it is to maintain quality, always, despite the change swirling around it.  The challenge for managing quality assurance in a changing workplace is analogous to changing the tires on a car while the car is traveling at 60 miles per hour.  As difficult as it may seem, the goal is to always maintain Quality Assurance.

One miss with Quality Assurance and the impact to the organization can be:

  • B-2-B to other businesses that you are supplying
  • B-2-C to the end consumer
  • Negative impact to the enterprise
  • Negative impact to the brand
  • An invitation for your competition to enter your domain
  • Litigation
  • Social Media Impact
  • The News

Today, the impact can be both immediate and catastrophic.

Quality Assurance should be seen by the organization as a business driver and a strategic partner integral to driving organizational goals and initiatives. However, traditionally, the focus of Quality Assurance has been two dimensionally focused on:

  • Product
  • Processes


Let’s look through another lens to help evaluate Quality Assurance and future proof your quality organization given that in this era of growth, we are experiencing an increased:

  • Need for innovation and productivity
  • Need to lead through the speed of change
  • Need for the greater importance of human capital to drive innovation, productivity, and lead change 


While product and processes can define quality assurance on paper, it is the people who are involved with and in charge of these processes that will make or break a dynamic, change-oriented quality assurance function.

Three Quality Assurance Challenges:

  1. What is the strategic impact when overall business demands outpace quality assurance capabilities and capacity? 
  1. How do you deliver high-quality, sustainable results with ‘forecastable’ predictability?
  1. How do you evaluate why and where the cost of quality assurance underperformance is decelerating growth?


Remember, the best corporate strategy can fail at implementation without:

  • A vision for quality assurance
  • An aligned human capital strategy supporting it
  • A culture of quality

 

The Questions:

As the rate of change increases, we are now finding that skills can become obsolete in 2.5 years. Given this dilemma, you must ask yourself these six important questions:

1. Can your people innovate and execute strategy with competitive speed?

2. Can you deploy human capital confidently, on demand, with agility and resiliency?

3. Are you evaluating your people through the lens of value creation?

4. What is the risk / cost of not investing in human capital relative to:

  • Strategic goals and competitive advantage?
  • ROI?
  • Organizational agility and resiliency?

5. Would you rehire your current team of people to take your organization into the future?

6. How does your organization and its people align to:

  • The future?
  • Increased change?
  • Business initiatives and their challenges?  

 

Oftentimes the impact of human capital is overlooked, but it is crucial to consider quality and your human asset management strategy as a strategic business differentiator for your organization. We invite you to download our presentation, "Future Proof Your Quality Organization", and learn about the importance of quality as a business driver for the organization.

Download the Presentation

 

Topics: Human Capital, Information Technology, Human Asset Management

Posted by Joanne Flynn

Joanne Flynn

Joanne T. Flynn heads up the human capital advisory group, Phoenix Strategic Performance, Inc. Previously, she was a Managing Director with Phoenix Group International and was Vice President / Director of Global Learning and Development at Goldman, Sachs for nine years. Joanne works with organizations as they face global growth and competitive challenges. She works with her clients to be both externally focused and internally responsive. With her unique background, she aligns competitive strategic efforts with related internal organizational leadership challenges. With the benefit of her career-long focus, Joanne contributes the unique insight of aligning strategy to internal organizational structure and process. She focuses on human capital relative to strategic initiatives, accelerated business growth, value creation, and business development. Joanne holds a Master of Arts degree in Business Management from the University of Oklahoma. In addition, she holds a double degree major in History and German from St. Elizabeth University, as well as certificates from a variety of leading universities and professional training and development organizations. Joanne has recently published her latest book, Accelerating Business Success, The Human Asset Management Strategy.

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