In addressing one of the most urgent crises of our time—climate change—the question arises: Do we need leaders like W. Edwards Deming, Joseph Juran, and Armand Feigenbaum, who revolutionized the quality management movement in the 20th century, to lead us toward a sustainable future? These three figures brought systematic, visionary approaches to improving quality in industries, and their principles may offer insights for navigating the complexities of climate change. While they operated within the domain of quality control, their leadership styles, focus on systems thinking, and commitment to continuous improvement could be adapted to address the multifaceted challenge of climate change.
Visionary Quality Leadership
W. Edwards Deming is perhaps best known for his systems thinking approach, which emphasizes the interconnectivity of processes within an organization. His belief that understanding the system as a whole, rather than in isolated parts, is crucial to improving outcomes is directly applicable to climate change. Climate change is not a simple problem—it is a “very complex problem” that involves interconnected systems including environmental, economic, social, and political processes. Deming’s approach could help us understand how actions taken in one domain, such as energy consumption, affect others, such as product quality and economic sustainability.
Deming’s “Plan-Do-Study-Act” (PDSA) cycle, a continuous improvement model, could be invaluable in addressing climate change. It encourages iterative progress and adaptive learning, two concepts critical to a challenge as dynamic and evolving as global warming. For example, policies can be tested, reviewed, and refined over time, rather than waiting for a perfect solution to emerge before action is taken. This method acknowledges the complexity and uncertainty of climate change but encourages action that is informed, deliberate, and responsive to new information.
The Human Factor and Stakeholder Engagement
Joseph Juran emphasized the “human side of quality” and the importance of engaging all stakeholders in the pursuit of quality improvement. In the context of climate change, this means recognizing that it is not just a technical or scientific issue, but a human and societal one. Solutions must consider the values, needs, and behaviors of diverse stakeholders—from individuals to corporations, and from governments to non-governmental organizations.
“Coming together is a beginning, staying together is progress, and working together is success.” – Henry Ford
Juran’s emphasis on leadership and the responsibility of top management for the success of quality initiatives is another area where his philosophy could contribute. Climate change requires global cooperation and leadership at the highest levels, but it also requires grassroots movements and individual accountability. Leaders in the climate movement must foster an environment where everyone feels responsible for contributing to the solution, much like Juran’s vision of a company-wide commitment to quality.
Juran’s “Pareto Principle” or the 80/20 rule, which suggests that 80% of problems are caused by 20% of causes, could also inform climate action. Identifying the most significant contributors to greenhouse gas emissions and focusing on these would allow for targeted, effective interventions. While this doesn’t absolve smaller players from responsibility, it provides a strategic focus on the areas where the greatest impact can be made to the overall quality of products and processes.
Continuous Improvement and Innovation
Armand Feigenbaum, known for his concept of “Total Quality Control,” highlighted the need for continuous improvement and innovation throughout the entire organization. In climate change, this translates to a need for innovation across all sectors of society. His idea that quality should be everyone’s responsibility can be adapted to climate action. Every sector, organization, and individual must be part of the solution.
Feigenbaum’s emphasis on customer satisfaction also offers an interesting parallel to addressing climate change. In the climate change narrative, the “customers” are future generations, and our responsibility is to leave a habitable planet for them. The current generation, as stewards of the planet, must consider long-term impacts, not just short-term gains. Feigenbaum’s approach to integrating quality across the entire organization, rather than confining it to one department, mirrors the need for climate action to permeate all aspects of society—business, politics, and culture.
Adapting Quality Leadership to Climate Change
While Deming, Juran, and Feigenbaum were pioneers in quality management, their principles and tools can be adapted to address the global challenge of climate change. Each of these thinkers understood the need for a visionary approach, systemic thinking, and the involvement of all stakeholders to achieve meaningful, sustainable change. Applying these principles to climate change can help foster global cooperation, innovation, and accountability.
However, while quality management offers a useful framework, climate change presents unique challenges that require a broader scope. Unlike the quality issues in a single organization, climate change is a global issue that requires unprecedented cooperation between nations, corporations, and individuals. It is not merely about improving processes but fundamentally transforming how we live, produce, and consume “from cradle to cradle.” Therefore, while the vision of Deming, Juran, and Feigenbaum can guide us, we must also integrate broader perspectives, including ethics, equity, and justice, into the fight against climate change.
Building the future
The leadership qualities demonstrated by these visionary leaders W. Edwards Deming, Joseph Juran, and Armand Feigenbaum—systems thinking, continuous improvement, and stakeholder engagement—are essential for addressing climate change. Their visionary approaches to quality management could be adapted to foster innovation, accountability, and cooperation in climate action. Many environmental issues stem from outdated mental models that prioritize short-term economic gain over long-term sustainability. However, climate change is not just a technical problem but also a moral and social one, requiring not only visionary leadership but also a collective commitment to a sustainable and equitable future. Therefore, while we may need leaders with the vision of Deming, Juran, or Feigenbaum, we also need a broader movement that embraces the complexities and scale of the climate challenge.
By viewing environmental quality as an ongoing process of learning and adaptation, organizations can better respond to the complexities and uncertainties of environmental issues. They move from reactive approaches—where problems are addressed after they arise—to proactive strategies that anticipate challenges and innovate towards sustainable solutions. This will require all parts of the organization to work together.
We need CEOs of organizations to display the same level destructive constructive conversation to bring innovative ideas forward. One such leader was Henry Ford who went against the conventional thinking of his time
Henry Ford, visionary CEO
In his 1932 book “Today and Tomorrow,” Henry Ford presented a revolutionary approach to business, industry, and society. Among his numerous insights, Ford’s views on waste management stand out as especially forward-thinking. His vision was far ahead of the rest of the industrial world at that time, most industries focused on economic issues. Ford was already advocating for sustainable practices and efficient use of resources—a perspective that resonates strongly with modern sustainability efforts.
By viewing waste as a sign of inefficiency and an obstacle to progress, Ford advocated for practices that would not only increase productivity but also conserve resources, reduce costs, and benefit society. His innovative approach to recycling, energy efficiency, and social responsibility set the stage for the modern sustainability movement, proving that his insights were not only revolutionary for his era but remain relevant to this day. His visionary perspective on waste management was far ahead of its time. His philosophy on waste extended beyond the mere elimination of physical or material waste to include the efficient use of human labor, time, and natural resources.
In addition to material waste, Ford was concerned about the waste of energy. He believed that inefficient machines and poorly designed processes drained unnecessary energy from factories. He was a strong proponent of redesigning workflows to minimize energy consumption. This focus on energy efficiency was far ahead of its time, given that the industrial world in the 1930s had little regard for energy conservation.
His book “Today and Tomorrow” is a must read for both upper management and quality professionals. Not for what he did in positioning Ford Motor company but to understand his approach for setting a mental vision for the future and bringing all parts of the organization together.
Feigenbaum, Deming and Juran’s leadership played a pivotal role in fostering improvement within organizations and societies. Their vision, decision-making, and ability to inspire and influence others directly contribute to creating environments that are conducive to growth. They did it by setting clear visions, empowering others, fostering a culture of learning and feedback, and promoting innovation. They as well developed numerous tools and approaches to quality that can be used to improve the quality of the environment.
Ford though his visionary approach to manufacturing changed the landscape of how to assemble products, illuminating waste and saving energy. By viewing waste as a sign of inefficiency and an obstacle to progress, Ford advocated for practices that would not only increase productivity but also conserve resources, reduce costs, and benefit society. His innovative approach to recycling, energy efficiency, and social responsibility set the stage for the modern sustainability movement, proving that his insights were not only revolutionary for his era but remain relevant to this day.
These individuals were the most forward-thinking people of their times, and have improved the quality of products, processes and society. They accomplished global change in the way organizations view the need to improve quality, eliminate waste, at all levels, and the importance to address problems systemically. If these four individuals had the tools that we possess today think about how much further ahead we would be. The advances in AI will be able to open many more doors for organizations to address climate impact while at the same time increasing their competitive economic future. At this point we need the same visionary leadership to address sustainability and climate change.
