Industry & Consumer Information series with Johnson OPOKU-BOATENG: Management Review: A strategic imperative for organisations

The start of every year is typically marked by New Year resolutions. Individuals are encouraged to reflect on the previous year—assessing achievements, acknowledging shortcomings, and using these insights to shape future goals.

The importance of deliberate goal-setting in achieving sustained success cannot be overstated. For organisations, this same principle applies: historical performance provides a critical reference point for planning future success.

This article was first published in January 2022, under the heading “Management Review – A Must for Organisations” and its relevance remains undiminished. The principles outlined continue to reflect international best practice and align fully with the intent and requirements of ISO 9001:2015, underscoring the enduring importance of structured management review in achieving sustainable organisational performance.

Looking back enables organisations to consolidate strengths, build momentum around promising initiatives, and recalibrate actions that did not yield the desired outcomes. Within the ISO 9001 Quality Management System (QMS), this reflective process is formally institutionalized through Management Review.

Much like an individual’s annual self-assessment, management review provides a structured mechanism for organisations to evaluate past performance and position themselves for continual improvement.

Management Responsibility

ISO 9001 does not prescribe a fixed frequency for management reviews; rather, it requires that they be conducted at planned intervals. These intervals may be monthly, quarterly, or annually, depending on the organisation’s size, complexity, and operational risk profile. Where quality issues require timely resolution or where review outcomes significantly influence operational effectiveness, more frequent reviews are advisable.

ISO 9001:2015 further emphasizes that management reviews must be aligned with the strategic direction of the organisation and responsive to a dynamic business environment. Organisations that rely solely on annual reviews risk allowing quality-related issues to persist longer than necessary, potentially affecting customer satisfaction and business sustainability.

The effectiveness of management review is also influenced by who participates. In many organisations, quality reviews are delegated to line managers while senior leadership focuses on strategic or financial matters. However, ISO 9001 clearly expects active involvement of top management. Leadership commitment to quality sends a powerful signal across the organisation and determines the long-term robustness of the QMS.

Short-term financial gains may sustain a business temporarily, but a long-term commitment to quality management provides enduring organisational resilience and competitiveness.

Management Review Inputs

ISO 9001:2015 specifies key inputs that must inform management review. These inputs collectively provide a comprehensive picture of how effectively the quality management system is performing and where improvement is required.

Key inputs include:

• Status of actions from previous management reviews, ensuring accountability and continuity.
• Changes in internal and external issues relevant to the QMS, such as regulatory updates, process changes, supply chain developments, and market dynamics.
• Performance and effectiveness of the QMS, including trends in:
  • Nonconformities and corrective actions
  • Monitoring and measurement results
  • Audit findings
  • Customer feedback and complaints
  • Supplier and external provider performance
  • Process performance and product or service conformity
• Opportunities for continual improvement, derived from performance evaluation and Organisational learning.

These inputs are driven by effective data collection, record management, and analysis—supported by audits, inspections, and customer engagement mechanisms.

Management Review Outputs

Management review outputs should translate analysis into clear decisions and actionable outcomes. These typically include:

• Actions to improve QMS effectiveness
• Decisions on resource needs
• Changes to policies, objectives, or processes
• Identification of opportunities for innovation and improvement

In many cases, the resolution of customer complaints or nonconformities leads not only to corrective action but also to product or service enhancements that strengthen market positioning.

Conclusion

Management review is as critical to organisational success as financial review. Once a quality management system is properly established and supported through training, structured and consistent reviews become a powerful tool for governance and strategic decision-making. As demonstrated by global leaders such as Jack Welch at General Electric, quality programmes, when embraced at leadership level, can transform organisations. Quality is not merely a compliance requirement; it is a strategic asset. Organisations that prioritise management review as a leadership-driven process position themselves for sustained growth, customer satisfaction, and operational excellence.

Johnson Opoku-Boateng is the Founder & CEO, QA CONSULT AFRICA (Consultants and Trainers in Quality Assurance, Food Safety, Health & Safety, Environmental Management systems, Manufacturing, Regulatory Affairs and SME Development). He is also a consumer safety advocate. He can be reached on 0209996002, email: [email protected]; [email protected]

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