From customer satisfaction to strategic alignment: a new framework for strategic quality management systems

Purpose This study aims to develop, implement, and validate a strategic quality management framework that integrates prospective scenario analysis to identify and address the organisational needs of Brazilian government organisations engaged in aerospace research. The research seeks to align quality management systems (QMS) with strategic objectives and operational processes, fostering organisational effectiveness. Design/methodology/approach This study draws on two Brazilian case studies conducted in organisations within the Department of Aerospace Science and Technology (DCTA). A descriptive phase used observation, field diary records, internal audits, and recorded stakeholder statements to characterise organisational processes and context, followed by an explanatory phase that empirically examined the implementation of the proposed strategic quality framework through action research. Data from semi-structured interviews were analysed using semantic categorisation supported by ATLAS.ti, and the framework was operationalised in eight phases, integrating prospective scenario planning with core QMS elements. Findings The proposed framework demonstrated significant improvements in aligning strategic and operational goals and organisational needs. Managers reported enhanced clarity in organisational mission, vision, and objectives and better-defined performance indicators. The findings underscore the effectiveness of combining prospective scenarios with QMS to address organisational challenges. Research limitations/implications The main limitation of the research is its restriction to a government aerospace environment, with a small sample and resistance from organisational management, which challenged the adoption of the model. In addition, the conceptual complexity of the strategic framework may require additional managerial training for effective implementation. Nevertheless, the study contributes theoretically by integrating quality management with prospective scenario analysis, offering a method to align processes and objectives with organisational needs. Practical implications The study offers an innovative model that integrates quality management with prospective scenario analysis, enabling a more adaptive strategic approach to organisational needs. By addressing critical dimensions such as contextual analysis, organisational needs identification, and stakeholder engagement, the model provides practical support for diagnosing problems and informing decision-making, thereby helping administrators and policymakers to enhance organisational effectiveness. Social implications By integrating quality management with planning informed by the analysis of future scenarios, the proposed framework can strengthen governance and support more efficient resource allocation, thereby contributing to greater transparency in decision-making processes. Furthermore, by encouraging an organisational culture grounded in the management of organisational needs, the study can inform public policy and managerial practices that promote organisational effectiveness. Originality/value This study provides empirical evidence that prospective scenario analysis can be integrated into quality management to identify, prioritise and manage organisational needs, thereby guiding decision-making and the prioritisation of actions. The study introduces a novel organisational motivation approach, operationalised through a replicable method that links scenarios, organisational needs, strategic objectives, and management indicators, offering practitioners a structured pathway to strengthen strategic alignment and decision-making in highly regulated, resource-constrained contexts.