Integrated Management System

Design an Integrated Management System

Traditionally organizations have focused on establishing separate management systems that demonstrate compliance with specific requirements, sometimes in isolation and even in conflict.
In a perfect world, one organization has one management group running the organization through one integrated management system in a coordinated mode. There is no one-size-fits-all solution for organizations and considerations shall be taken to actual factors, such as:
  • Leadership styles (command-and-control versus visionary),
  • Organizational style (centralized versus entrepreneurial),
  • The organizations history (local versus global).
A comprehensive management system, aligning the various management tools, can be tailored around the well known PDCA loop (Plan Do Check Act) including the not so well known improvement CAPD loop (Check Act Plan Do).

Align the Integrated Management System with Corporate Governance

The board is, on behalf of the owners, responsible for the strategic planning and direction of the business. The board shall establish and review the governance system, which includes the management system, nominate a CEO, delegate authority and issue working and reporting instructions. It is important to understand the alignment between the governance and the management system in business development.

Align and deploy Planning, Reporting, Follow-up and Improving

It is vital in large organizations that the management tools are aligned to each other to support the business outcome. The strategic value drivers decided by the board shall be the criticial nerve that can be followed through the business and budget plans, definition of  KPIs, follow-up reports and improvement activities. The ability to deploy accountability and keep focus is essential for being flexible with fast adaptation to external changes.