Beyond TQM Programmes

The failure rate of TQM interventions exceeds 75 per cent. Contends that it is missteps in the implementation of TQM – and other associated change efforts such as process re‐engineering – that undermine the likelihood that the intervention will contribute in a significant and lasting way to the competitive effectiveness of the organization. Using three case examples of TQM efforts, suggests that the implementation process must succeed in unhooking the organization from its traditional hierarchical and functional moorings and reattach it to horizontal, cross‐functional processes. To do this, the intervention process must address six distinct but interconnected stages of unhooking and reattachment and do so in a logical, sequential way.