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In conducting full‐scale implementation of a total quality management programme an organization's success will depend on how well it can answer two basic questions: ‘where are we now?’ and ‘how do we proceed?’. A quantitative measurement tool developed at Aarhus School of Business and used by a major European corporation gives management an instrument to gauge its level of business excellence and identify important opportunities for improvement.

This paper presents the role that the International Academy for Quality (IAQ) plays in furthering the dissemination and practice of quality methods and concepts around the world. It looks at a range of aspects such as principles, mission and objectives of the IAQ. Provides information on the development of the IAQ and its future. Outlines the IAQ’s vision for meeting the needs of the twenty‐first century.

Culture is one of the intangibles of business, integral to success but regarded as difficult, if not impossible, to measure. A business excellence culture measurement index developed by North West Water with Manchester School of Management uses 11 metrics to profile and track a prevailing work culture for strengths and potential improvements.

Organizations devote a great deal of attention to the cultivation and deployment of competencies which support their mission and vision. Of equal importance, but less‐attended to, are core values ‐ for cultures and economies rise and fall on the basis of these foundations. One core value which is consistently included in the criteria of various international quality prizes is that of employee empowerment. Coupled with enabling competencies and profound trust, fully deployed core values allow empowerment to be taken to its extreme logical conclusion ‐ systemic leadership, wherein all members of an organization share the burdens, privileges, and rewards of leadership. Leadership is regarded as a key enabler of business excellence. Leadership as developed in this paper fuses ethical core values, competencies, and empowerment. Effective deployment results in systemic leadership that is marked by unity of purpose, which in turn facilitates the journey to business excellence.

There have been National and International (ISO) attempts to “standardise” TQM and quality improvement activities. Meanwhile, the success of many international businesses has demonstrated a range of “quality related” initiatives that are individually successful, which strongly suggests that “success factors” cannot be standardised. This IAQ project attempts to show that standardisation of all quality concepts would impede business development and be counter productive. It attempts to clear the confusion that often surrounds quality management activity. It concludes that greater attempts should be made to promote truly successful quality strategies, so that developing countries can see what is appropriate for particular situations.