Organizations, considering its strategic direction, establish a quality policy that sets orientation for the definition of quality objectives. Strategic direction defines who are the relevant interested parties. Who are the main interested parties of the design office? What do they need or expect from the design office? For example, who are the target clients? What do they value? For example, for the owners of the design office, what results do they expect?
Some years ago, I developed this crazy metaphor of seeing an organization with all its processes as an athlete. If you compare the body of someone competing on athletics with the body of someone that competes on weightlifting, they are very, very different. The body of a soccer player is very different from the body of a basketball player. Different strategic orientations require different process content. Two different organizations with two different strategic orientations may have very different relevant quality objectives.
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