Loading...
Share
PDF icon
25 TH ANNIVERSARY

IQNet Strategy and organizational Drivers

Over the years, IQNet strategic thinking reflected the specificities of each particular period of time 
under analysis, supported by the identification of external threats and opportunities and by the internal 
characteristics of our Network.
Additionally, the capacity to “look beyond” allowed IQNet to systematically build up an organizational 
development path, limiting overlapping or conflicting initiatives, extracting the best out of strategic 
projects and investments. 
To support and deploy the strategic imperatives into practice and operational routine, different success 
drivers were established over the years, reflecting IQNet organizational focus points at each moment in 
time:
1997 – starting-up - Definition of network rules and structure, encouragement of partners’ cooperation 
and mutual recognition, informing the market on IQNet and procedures and criteria harmonization;
2001 – building-up - Definition of membership levels and network expansion policies, assistance, training 
and coaching services improvement to ensure adequate and harmonized behaviour on a high level, 
centralize marketing and sales for global accounts, development of global products, financial 
management and control reinforcement;
2007 – Improvement - Improve partner involvement and cooperation, promotion of BPE bene-fits to 
identify method as well as performance related opportunities and threats, opportunities identification 
and develop new IQNet certification schemes, development of appropriate marketing, communication 
and networking tools;
2013 – Consolidation - Intensify representation, liaisons and lobbying activities and further develop 
BECAUSE WE THINK IT’S IMPORTANT TO SHARE
Michael Drechsel DQS Managing Director DQS Delegate to IQNet
DQS HOLDING – Deutsche Gesellschaft zur Zertifizierung von Managementsystemen August-Schanz-Strasse 21 60433 Frankfurt am Main Germany
www.dqs.de 
relations with relevant stakeholders, expand the network to new CB’s and consolidate the membership 
processes, enhance knowledge transfer and technical cooperation to partners, strive for the 
sustainability of IQNet product portfolio, promote efficient services to partners.
As stated, the outcome of each strategy definition exercise was never limited to time boundaries, since 
it was always aimed at assuring the sustainability of the Association and its Partners. And this may well 
be the “signature” of the next strategic reasoning: sustainability!
In fact, starting next year, IQNet Partners will be again asked to contribute to yet another strategic 
thinking exercise, applicable from 2017 to 2020. 
And the 2020 vision directives were already established for IQNet Network (2013-2016 Strategic Plan): 
 - To be known as the most competent, efficient and innovative global CB’s alliance
 - To be of recognized importance for Partners business success and sustainability
 - To be considered of value for different stakeholders and able to accommodate a wide scope of 
interests and expectations
 - To be perceived as the most influential and dynamic driver of independent and credible third 
party conformity assessment
The dynamics of the conformity assessment business due to the permanent evolution of our 
surrounding environment demand a significant and continuous adaptation effort from IQNet and its 
partners but, on the other hand, results from previous projects and initiatives need to be clear. These 
are the challenges we are facing but there is no doubt that, with the contribution of all Partners, we are 
going to succeed in our common endeavour.

Michael Drechsel

DQS Managing Director
DQS Delegate to IQNet

DQS HOLDING – Deutsche Gesellschaft zur Zertifizierung von Managementsystemen
August-Schanz-Strasse 21
60433 Frankfurt am Main
Germany
www.dqs.de