Perhaps one of the most common challenges we see at QHSE Aberdeen is that organisations struggle to embrace change effectively.
There are many reasons for this, after all, most of us, at least some of the time, can be guilty of being resistant to change. Yet organisational change is inevitable. External market pressures, technological innovation, or the demands of business growth will all drive the need for change.
Mark Zuckerberg once wrote: “In a world that’s changing really quickly, the only strategy that is guaranteed to fail is not taking risks.” In other words, standing still is a recipe for failure. That’s why effective management of change, particularly within an organisation’s management system(s), is so crucial, and yet it is often overlooked.
Clause 4 (Context of the Organisation) of ISO 9001 requires businesses to continually identify the internal and external issues that affect their ability to achieve intended outcomes. Done well, this process highlights both risks and opportunities. Addressing the most significant of these will almost always require careful planning and management of change.
The truth is, it’s not change itself that most of us fear, it’s change done badly. Many of us have experienced hurried, poorly planned change that leads to unnecessary stress and ultimately fails to deliver any lasting improvement.
So how can ISO 9001 help? The concept of change is central to ISO 9001. The word “change” appears more than 30 times in a variety of contexts, including:
- Clause 6.3 (Planning of changes): Requires that changes to the quality management system are carried out in a planned manner. Organisations must consider (a) the purpose of the change and its potential consequences, (b) the integrity of the quality management system, (c) the availability of resources, and (d) the allocation of responsibilities and authorities.
- Clause 8.5.6 (Control of changes): Requires organisations to review and control changes for production or service provision.
The Role of Management of Change (MOC)
Management of Change (MOC) is a structured approach, particularly common in high-risk sectors, for handling changes in processes, equipment, materials, or personnel that could affect quality, safety, or overall operations. While not unique to ISO 9001, MOC techniques are highly effective for ensuring meaningful, lasting change that adds long-term value to an organisation.
It’s important to note, however, that introducing too many changes at once can create risks that undermine safety, quality, and performance, while also fostering organisational resistance. A structured, paced, and well-resourced MOC process helps manage these risks effectively. Although the need for change can sometimes arise from unplanned events, an organisation’s MOC programme will normally be prioritised through analysis of organisational context, incorporating input from employees and other relevant stakeholders.
7 Key Principles of an Effective MOC Process
- Identify & Define the Scope of Change
Document the factors driving the need for change, define expected benefits, and assess the risks of maintaining the status quo. - Risk Assessment & Impact Analysis
Evaluate operational risks, identify potential failures, and determine the resources and controls needed to minimise implementation risks. - Approval of the MOC Programme
Obtain leadership buy-in, as changes can impact safety, compliance, cost, and productivity. Leadership should appoint an MOC Lead and, if necessary, form an MOC team. - Documentation & Tracking
Maintain comprehensive records to ensure clear communication and avoid unintended consequences. Track progress throughout the process. - Communication & Training
Identify training needs for the MOC team and wider staff. Communicate proposed changes and progress updates to all affected personnel before, during, and after implementation. - Implementation & Monitoring
Plan, execute, and oversee the change process, scaling the team as needed. Conduct regular reviews to monitor progress and resolve issues. - Review & Continuous Improvement
Audit and evaluate completed changes to capture lessons learned and drive ongoing improvements.
At QHSE Aberdeen Limited, we have over 10 years of experience supporting organisations of all sizes with their ISO management systems. We specialise in managing change projects across a wide range of sectors, including oil & gas, marine, and manufacturing.