Chief quality officers (CQO) are particularly well placed to lead a major transformational effort. Yet, few do so successfully in spite of having a vested role in operational improvement and having input into what the organization measures and monitors.

Although many CQOs do emphasize continuous improvement and systematic business practices in quality assurance and quality control, a more systemic view is needed when the CQO is intent on playing a leading role in large-scale change. The transformation-minded CQO needs to understand the key obstacles and how to overcome them.

The daunting challenges that CQOs face today include a preoccupation with short-term profits, a narrow view of quality by many executives, ensuring transparency and control, and dealing with an increasingly complex regulatory environment. Although all CQOs need to deal with these situations, the transformation-minded CQO must overcome two major obstacles: perception and complexity.

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