In fact, the company's stock value had grown almost 50 percent in the past few months alone. Although their management strategy lacked many of the practices I was proposing, they were steadily registering each division to ISO 9000. They believed this demonstrated interest in managing quality. I noted that they could continue to produce products and services, which required a lot of rework and updating, because they were so successful and profitable. I also suggested that, although ISO 9000 is a nice way of documenting quality assurance practices, it has nothing to do with managing the integrity of their processes.
Most successful organizations live in a silo, in a manner of speaking.
Each thinks that it is the industry, an unsinkable ship. When change is necessary, they usually don't recognize it until the water is up to their chins. Recovery has been a struggle and some never made it all the way around. The scars are there forever. Instead of building the organization around the product, we need to concentrate on developing organizations that can handle whatever needs to be done.