# Model for Global Quality Management System in System of Systems
## 4 Discussion: Model for G-QMS of G-Organization in Sectors of SoS
### Key Aspects in G-QMS of G-Organization in Sectors of SoS Model
#### 4.2.2 G-QMS CORE  
The establishment and functionality of the G-QMS CORE are identified as substantial contributors to the structure of the G-organization. Advancements in communication technologies, encompassing both transport and accessibility, and, more significantly, the realm of IT solutions, have facilitated the practical establishment and operation of the G-QMS CORE, especially given the global deployment of the entire G-organization. Essentially, technological advancements have catalyzed the establishment of this head entity, bolstering its power and influence within the entire structure and thereby fostering the promotion of quality management policy and strategy. As can be seen from the research results in Figure 4, an independent category [5.1] with \(Si_{\text{Total}}=37.24\) was identified for this CORE entity, the main category for the parent category [5], accounting for 74.4% of it. The emphasis on the G-QMS CORE was echoed across all five clusters, mainly in the Core--G-QMS cluster, where 50% of the respondents referred to it and which contributed to 54.4% of its Si. Moreover, the high emphasis emerged through the identification of four independent subcategories. 1. **CORE G-QMS is a direct arm of the G-organization's top management**  
First, _by striving for uniformity_. Despite the inherent heterogeneity of the G-organization, top management strives for uniformity. The top management's preference for uniformity is rooted in the ease of management that it facilitates: more simplified process management, streamlined IT and other system types, the potential for leveraging \"size advantage,\" resource \"smoothing\" among various partner organizations, and the ability for comparative auditing and measurement, among other benefits. Broadly, uniformity across the organization paves the way for enhanced efficiency and cost savings. The research results show that the G-QMS CORE entities also strive for uniformity and invest efforts in this. Initially, this is done in line with the top management's pursuit of this, and then through the adoption of QMS standards that delineate a uniform common denominator and thus play an essential role in that uniformity pursuit. The endeavor for uniformity is identified as an organizational value in many global organizations, particularly embedded within the G-QMS CORE policy. However, this pursuit is balanced, not pursued as _\"at all costs\"_ nor as the expression _\"I will kill myself for it\"_, but it rather accommodates diverse architectures wherever essential and beneficial. The primary aim remains the establishment and operation of a most right and apt G-QMS, and this is one with acknowledging and accommodating the inherent heterogeneity. In Figure 4, an independent category [4.7] with \(Si_{\text{Total}}=3.55\) was identified for this key aspect, with 50% of the respondents in the Core--G-QMS cluster referring to this. The second is _by leading the policy and strategy_. The G-QMS CORE is responsible for determining the policy and strategy of the entire G-QMS, derived from the G-organizational policy and strategy, and those that give value to the G-organization. Furthermore, the G-QMS CORE embodies a systems view and a transdisciplinary view, applying principles of Systems Thinking to grasp the broader organizational picture, as echoed by multiple senior G-QMS CORE managers. For instance, the statement, _\"the G-QMS CORE sees the whole big picture\"_ was repeated by more than seven senior managers of G-QMS CORE. In practice, as a policy, the management of the G-QMS CORE is executed through a two-dimensional prism, encapsulating quality management both longitudinally (top to bottom) and horizontally (across the organization). This dual view encompasses a holistic organizational perspective horizontally, capturing elements of quality concepts, vision, mission, business challenges and direction, and policy, while longitudinally, it contemplates the variances across different organizations and divisions.