We were privileged last week to have with us at ASQ Headquarters in Milwaukee representatives from our global offices in India, Mexico, and China, and our partner organization in Brazil, Quali. It is a rare treat to get nearly the entire global team together– we also have an office in the United Arab Emirates serving the Middle East and North Africa region–and it is cause for a few minutes of reflection on our global posture.
The first question that may occur to some is, why? Until our rebranding in 2010, we were the American Society for Quality. Why do we need to be spread out around the world? Today I want to discuss ASQ’s reasoning for “going global,” but also to note the importance of making information about quality global in scope and available to all.
First, before we did the first thing to be global, we already were. Some may consider quality as proprietary—that is, knowledge used by a nation to increase its competitiveness in the world. However, at ASQ, we have had many members all over the world years before we opened offices outside the U.S. In fact, I suspect from almost the very start ASQ had members who lived outside of North America.
The ideas, the passion for quality, the networking, and the tools were attractive to those who found themselves seeking like-minded quality professionals from many different industries and businesses. So even if we had NO plans to expand our membership globally, we would still be global. Given that, we have an obligation to serve our global members. We want them to feel welcome, supported, and listened to. In some cases that meant we needed a presence on the ground to better understand and serve their needs.
Second, the quality knowledge our members want and need cannot be bounded by borders. If the Quality Body of Knowledge® is to have any value to our members, it must transcend national borders. Where is quality making the biggest impact in the healthcare world today? The U.S.? India? Canada? Wherever it is, members of the quality community are hard at work, using quality in ways tried and true and ways new and innovative, and our members want to learn from them, wherever they are.
The QBoK® is not a fixed, stagnant resource. It is constantly growing and changing, and that evolution is happening from the auto industry in the Czech Republic to the energy industry in China and dozens of different fields in a hundred different countries. To grow that knowledge, to give our members access to ways quality is making the world a better place, we have to be out in the world.
Third, ASQ is like any other business in one important respect: grow or perish. It’s that simple. There is no such thing as a benign status quo. We have to grow means, influence, and members. Our members themselves demand it, our board demands it, and the quality community throughout the world demands it. Our global partners don’t fear our growth–most of them welcome it because they grow along with us.
If we are to thrive for the next fifty years, we must achieve an acceptable degree of growth and the evidence is very clear that a significant portion of that growth must come from global markets. (Note that globalization is the one force that has appeared in every edition of ASQ’s Future of Quality study since 1996.) We know we must attract more young professionals to quality, and to an ever-increasing degree, demographics tell us those young professionals will come from outside the U.S.
This month my question to you is: ASQ’s mission statement talks about increasing the use and impact of quality in response to the diverse needs of the world. Are we doing enough, throughout the world, to accomplish that mission?