This paper reviews recent research, literature and the views of a small sample of senior managers and academics in English higher education institutions on the challenges associated with embedding quality. When implemented by a university, quality enhancement models such as total quality management and the European Foundation for Quality Management need to be fitted in sympathetically with the organisation's culture and structures. If embedding is to occur, there needs to be a careful consideration of the opportunity costs of the various options that could bring about the necessary transformative change. The importance of transformative leadership and the creation of a conducive organisational culture are also explored, as are the major indicators of success. Senior managers and other change agents face major challenges but, by achieving the goal of embedding quality, students would receive greatly improved higher education and, as a consequence, their country's economy and society would also prosper.
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