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
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
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.