Implementering av strukturerad produktutveckling i en organisation under förändring: En fallstudie av ledarskap, förändringsberedskap och kvalitetsanpassning

This thesis explores why certified quality processes in product development, such as ISO 9001 and APQP, do not always lead to expected performance improvements. Despite formal implementation, gaps persist between strategic intent and operational outcomes. The study addresses three key questions: what contributes to this performance gap, how management supports sustained quality improvements, and how employees perceive the integration of certified processes in daily work. A case study was conducted within a product development department at a Swedish industrial company. A mixed-method approach combined semi-structured interviews and a Likert-scale survey to capture both detailed insights and broader trends (Rokeman, 2024, p. 78). The theoretical framework draws on the ADKAR model for change management, organizational readiness theory, ethical leadership, and implementation challenges in project environments. Findings indicate that the performance gap stems from limited leadership involvement, unclear process ownership, and weak reinforcement of quality initiatives. Low organizational readiness for change also played a critical role. Employees expressed low confidence in management’s ability to sustain improvements and showed limited motivation to engage with certified processes. Historical change in fatigue and poor communication further widened the gap between intended and actual outcomes. The study concludes that ISO 9001 certification alone is insufficient for performance improvement. Bridging the implementation gap requires aligning formal systems with leadership commitment, organizational readiness, and active employee engagement.