Total Quality Management is a process-oriented system built on the belief that controlling quality is not a central function but should permeate the entire organisation. Business Continuity is similar in the need to embed itself within the culture of the organisation. In an analysis published by the European Foundation for Quality Management (EFQM) they stated that TQM strategies should:
- Promote a culture of continuous improvement
- Result in cost advantages and profit potential
- Create of more intensive relationships with customers and suppliers
- Involve all personnel
The EFQM also listed the common failings in implementing a successful TQM strategy:
- Insufficient Executive Committment
- Unrealistic expectations
- Failure to set priorities
- Poor Measurement methods.
What strikes me is the similarity between TQM and Business Continuity. This is not entirely surprising considering that both processes are continuous improvement programmes. Reflecting on my discussions with practitioners I can certainly see the reasons listed above as to why some continuity programmes have failed to deliver the expected value. Having said that I could use the list above to explain the reasons why any project or programme has failed to deliver the expected value. One of the keys to delivering a solid business continuity programme may very well be far better programme management.
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