Why Quality Management Is More Important Than Ever

If 2020 taught global businesses one thing, it’s that quality management is not just about checking boxes  it’s about survival and success in the face of adversity. The COVID-19 pandemic and the cascading crises of that year created a perfect storm that tested organisations’ quality assurance like never before. As business executives and quality managers reflect on that turbulent time, one conclusion stands out: a robust Quality Management System (QMS) is more critical than ever.

The major disruptions of 2020 exposed vulnerabilities in many companies’ traditional quality processes:

• Global Pandemic: The COVID-19 outbreak forced lockdowns and drastic changes in operations, disrupting everything from workforce availability to consumer demand overnight.

• Supply Chain Instability: Border closures and production halts led to shortages and delays, revealing weak links in just-in-time supply chains and challenging companies to maintain quality with alternate suppliers.

• Remote Work Revolution: Suddenly, entire teams were working from home. Maintaining oversight, communication, and consistency in quality processes became a new challenge in a geographically dispersed, virtual environment.

• Heightened Health & Safety: Protecting employees and customers became paramount. Companies scrambled to implement new health protocols (masks, sanitisation, distancing) on top of existing quality requirements, blending safety into quality assurance.

These upheavals underscored that quality management is not a mere compliance exercise but a strategic framework for resilience. Organisations lacking formal QMS struggled with ad-hoc responses and inconsistent processes. In contrast, those with effective QMS frameworks  particularly ISO 9001 certified systems  found they had tools in place to navigate the chaos. As one industry expert noted, companies with the “structure and discipline” inherent in ISO standards found it easier to respond to change. In the thick of the crisis, an ISO 9001 QMS inadvertently became a lifeline, helping businesses adapt swiftly while maintaining consistency and control. Quality management truly proved itself more important than ever in 2020.

Risk-Based Thinking: Anticipating Disruption and Building Resilience

One of the most powerful features of modern quality management is risk-based thinking. Introduced in ISO 9001:2015, this approach requires organisations to proactively identify, evaluate, and address risks and opportunities. The events of 2020 validated the wisdom of this philosophy. In fact, the pandemic exposed glaring weaknesses in companies that hadn’t sufficiently assessed their risks, highlighting the need for more robust contingency planning within quality systems.

By contrast, organisations that had embraced risk-based thinking were a step ahead. They already had preventive controls and “what-if” scenarios on the radar. When COVID-19 struck, these companies could rapidly activate contingency plans for supply chain disruption, workforce shortages, or sudden regulatory changes. As Debby Newslow (author and consultant on ISO 9001) explained, “Risk-based thinking is [a] component of ISO 9001 that helps when dealing with COVID-19” because an ISO-compliant business already has preventive controls in place to deal with risk. In other words, ISO 9001 had quietly been preparing organizations to expect the unexpected.

Effective QMS turned out to be a foundation for resilience. Companies with certified systems reported that they could pivot more smoothly requalifying alternate suppliers, adjusting production processes, and implementing new safety measures without flying blind. ISO 9001’s emphasis on systematic change control and continuous improvement meant changes were evaluated and implemented in a controlled way, even under pressure. Moreover, the standard’s focus on meeting requirements consistently kept organisations laser-focused on quality and compliance despite rapidly evolving circumstances. As one quality consultant observed, “ISO standards are built on assessing risks and opportunities… [They give] the structure to think through the process”, enabling adaptability and flexible thinking during COVID-19. In short, a risk-oriented QMS helped companies anticipate disruption and maintain a measure of stability when it mattered most.

In a remote audit, auditors engage with the company via technology – video conferencing, shared document repositories, and live data feeds – to examine processes and records. The process still includes everything from document review to interviews and even virtual site tours, just conducted through screens. Remarkably, this stopgap proved both effective and efficient. One auditor noted that the virtual audit proved to be a boon, allowing a full assessment to be conducted with no health risk, and even saving time and cost in some cases. Many organisations discovered that with planning and the right tools, remote audits could still uncover nonconformities and verify compliance, all while keeping projects on schedule.

Digital tools were likewise essential for internal quality management during lockdowns. Companies that had already invested in cloud based QMS software or electronic document control found themselves at a distinct advantage. For example, when offices closed, quality managers needed to give employees remote access to the QMS so they could continue following procedures and entering data from home. Those that succeeded often did so thanks to strong IT infrastructure and leadership support (ensuring secure VPN connections, training on new software, etc.). Furthermore, standards bodies moved quickly to accommodate these realities even regulatory agencies showed flexibility on remote evaluations. The experience has permanently shifted perspectives: many firms plan to continue leveraging hybrid audits and digital quality dashboards going forward, recognizing that a digital-enabled QMS is more resilient against future disruptions. “Quality without borders,” once unthinkable, became a hallmark of 2020 and beyond.

Leadership Commitment and Employee Engagement in a Crisis

Technical processes alone weren’t enough to weather 2020; leadership and company culture made a defining difference. ISO 9001 has always emphasised the importance of top management’s commitment to quality (Section 5 of the standard), and the pandemic underscored why. When COVID-19 upended business-as-usual, organisations with active, engaged leaders in quality management reacted faster and more effectively. Management had to make quick decisions – reallocating resources, empowering remote work, adjusting goals – and those that treated quality as a priority across the organisation were able to do so without losing focus. As Newslow noted, quality should be an organisational concept and a “priority for management” so that interdepartmental cooperation is strong when crisis strikes. In one example, a quality manager needed to rapidly enable remote QMS access for the workforce; that process was “a faster process when management [was] involved and recognize[d] the importance”. In short, leadership’s direct involvement can remove roadblocks and speed up critical quality responses.

Engaging employees at all levels is equally vital. In a crisis, frontline staff are both the eyes/ears of quality issues and the key to implementing solutions on the ground. Companies that fostered a quality culture  clear communication, training, and empowerment  saw their teams step up during 2020. Regular, transparent communication from leadership was essential to keep everyone aligned amid uncertainty. Many successful organisations instituted daily or weekly briefings to share updates on changes, reinforce safety and quality protocols, and listen to employee feedback. This helped dispel rumors and maintain trust internally. One manufacturing firm noted that consistent communication “helped dispel rumors and clearly lay out plans for adapting to a challenging time,” ultimately improving decision-making and even the bottom line. Employees knew what was expected of them and felt invested in the mission.

Moreover, with illness, quarantines, and furloughs thinning the workforce, employee competence and cross-training became critical. ISO 9001 requires ensuring employee competence (Section 7.2), and during the pandemic this took on new meaning. Companies had to ensure that no important quality role was left unattended, even if people were out sick. Many had employees temporarily assume new responsibilities to cover gaps. Here, a well-documented QMS paid off: when procedures are written down and knowledge is captured, someone stepping into a new role can quickly get up to speed. Organisations that maintained up-to-date training records and documentation could redeploy staff with minimal slowdown. For example, one ISO-certified manufacturer reported that having all process instructions documented and accessible meant even if workers were remote or replaced, they could “simply look up instructions” and continue the work, which was “especially helpful when they’re not in the same location”. This kind of agility reflects a culture where quality is everyone’s job and knowledge is shared, not siloed.

Finally, crises test the accountability and unity of leadership teams. Several companies that navigated 2020 successfully did so by forming cross-functional COVID response teams or quality task forces that included top executives. Decisions were made collectively and with quality implications in mind. A CEO of one manufacturing company described how their leadership learned to be “in sync” and that direction “has to come from the highest level”  to drive the company through ISO 9001 implementation and through the pandemic challenges. That strong tone from the top creates confidence throughout the organisation. Employees see leaders walking the talk on quality and safety, which encourages them to raise concerns and contribute ideas (rather than hide problems). Indeed, a culture where problems are surfaced and addressed is a hallmark of quality management  one company’s president observed that empowering employees to speak up about issues, and acting on that information, was a “culture-building” moment that strengthened their quality system. In 2020’s high-pressure environment, such cultures proved their worth. The lesson is clear: leadership commitment and engaged employees form the backbone of a resilient QMS, especially in times of crisis.

Meeting Intensified Customer Expectations for Reliability and Transparency

Amid the chaos of 2020, customers were watching closely. In fact, customer expectations around reliability, quality, and transparency only intensified during the pandemic. With supply chains strained and lead times in flux, B2B clients and consumers alike grew more anxious about getting the products and services they needed on time and as promised. Trust became a precious commodity. Organisations quickly learned that keeping customers’ trust required unwavering quality and honest communication. ISO 9001’s customer focus principles proved invaluable here: the standard explicitly calls for understanding customer needs and communicating with customers about product information, inquiries, contracts, and more. During the pandemic, this translated into companies having to proactively inform customers about potential delays or changes and to do so with transparency and empathy. As the ISO 9001 guidance states, “customer communication is especially important right now”  whether it’s notifying them that certain products won’t be immediately available or sending the obligatory “during these unprecedented times” update, keeping customers in the loop is vital. Organisations that did this well  that said “we haven’t forgotten you, here’s what’s going on”  maintained goodwill, whereas those that went silent risked eroding customer confidence.

Reliability in product/service delivery was also under the microscope. Customers might have forgiven delays caused by a global crisis, but they expected companies to have contingency plans and not compromise on quality. In fact, many large buyers tightened their requirements, seeking out suppliers who could demonstrate robust quality management. A notable trend was big customers explicitly requiring ISO 9001 certification from their suppliers (and even suppliers’ suppliers) as a condition of doing business, viewing it as a mark of reliability and consistency Achieving ISO certification became not just an internal improvement but a competitive differentiator in 2020  a way to reassure customers that your company has its act together. As one manufacturing CEO explained, implementing ISO 9001 gave their clients concrete proof that the company was “serious about continuous improvement… and customer satisfaction”, which in turn reinforced trust during the tough time In a very real sense, quality management became part of the value proposition to customers who were craving stability.

Transparency is the twin of reliability in earning customer trust. Beyond communicating about delays, companies found that being transparent about their quality and safety measures mattered to customers in 2020. For example, retailers and manufacturers publicized their new cleaning protocols or quality checks so that customers would feel safe and confident. Some went as far as obtaining special “COVID-safe” quality certifications to showcase their commitment to safety and quality. Customer expectations had evolved: they now cared not only that products met specs, but also that companies were doing the right things to ensure those products were delivered safely and ethically. This broader stakeholder expectation is something the quality community is taking to heart. Experts predict that transparency and accountability requirements will only intensify going forward, with more detailed reporting on quality performance needed for not just customers and regulators but the public  we saw the beginning of this, as companies shared more information than ever about their supply chain status, inventory levels, and quality controls in place. Meeting these heightened expectations will remain a key role of QMS in the future. Companies that embraced openness and showed uncompromising quality during the crisis strengthened their customer relationships. Those that didn’t learned the hard way that in a fragile environment, trust and loyalty can be very much at risk. The bottom line: customers have long memories, and the efforts (or lapses) in quality management during 2020 will influence who they choose to do business with going forward.

Conclusion: Strengthening Your QMS in Light of 2020’s Lessons

The upheavals of 2020 were a stress test for every organization’s quality management. They exposed the weak points of outdated, paper-thin quality programs, and, conversely, they highlighted the strengths of robust, modern QMS frameworks. Businesses that entered 2020 with a strong quality foundation  embracing risk management, digital tools, strong leadership involvement, and a customer-focused culture – largely proved more resilient, adaptable, and trustworthy amid the chaos. Those lessons were hard-earned, but they are also instructive for the future.

As we move forward into a new normal (still full of uncertainty), now is the time for every organization to reassess and strengthen their Quality Management System. Ask yourself: can our current processes withstand the next major disruption? Are we prepared to maintain quality and delivery if another crisis hits? If the answer is not a confident yes, then action is needed. This could mean implementing an ISO 9001 QMS from scratch, upgrading an old one, integrating risk management more deeply, investing in cloud-based quality tools, or reinforcing training and internal audit programs. For companies that have delayed pursuing ISO certification, 2020 should serve as a wake-up call. “We don’t know what the new norm will be,” one adviser said bluntly, noting that companies with “credibly established procedures” have a foundation of strength to move forward, and there will be a widening gap between those who have ISO and those who don’t. In fact, he argues, you “can’t afford not to” go through ISO certification no

The call to action is clear. Quality management is more than ever a strategic imperative. By applying the lessons of 2020  adopting risk based thinking, leveraging technology, engaging leadership and employees, and prioritising customer trust  organisations can build a resilient QMS that not only weathers storms but drives excellence in calmer times. In short, investing in quality is investing in your organisation’s future. The companies that act now to bolster their quality management will be the ones that emerge stronger, more competitive, and ready for whatever comes next. Don’t wait for the next crisis to hit: reassess and strengthen your QMS today, and position your organisation to thrive no matter what challenges tomorrow brings.