Basically, the management of a retail company is responsible for ensuring the quality of the products sold and for compliance with legal requirements. If a product is defective or violates consumer protection laws, customers can ask the retail company to take back or repair the product, or they can claim damages.

However, if the management of a commercial enterprise knowingly violates applicable laws or acts with gross negligence, it may be held personally liable. For example, management can be held liable if it sells a defective product even though it had knowledge of the defect or failed to check for defects by conducting appropriate tests.

However, it is important to note that management liability in such cases often depends on the circumstances of the individual case and that it is usually necessary to conduct a detailed legal analysis in order to assess the specific liability risks. It is therefore advisable to consult a lawyer or an attorney in case of questions regarding the liability of the management in case of product complaints.

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Mission statements are available in many cases. However, it remains unclear how effective they actually are. During analyses or discussions on the topic of the mission statement, the question often arises as to what has changed since the mission statement was published. The answers usually range between incomprehension and helplessness. Publication is often the only step towards operationalization. Whether the managers now act differently or embody and communicate the values better remains unclear. A better corporate culture or quality culture is often not apparent.

When it comes to culture issues, many executives and quality managers are often uncertain and insensitive. In their training, they learn mostly technical basics, organizational theory and leadership theory, but little about corporate culture. Cultural issues are often referred to as soft issues, even though they are just as important to a company’s success as other issues. The skills required are as tangible as others, but often lack the methods to effectively address the issue. People who can understand, guide, and change human behavior are rarely found in leadership positions or are limited in their impact as culture creators by leaders who tick differently.

In the sub-topic of quality culture, there are also aggravating regulations that have shaped quality management for decades. ISO 9004 considers the term culture mostly only as an influencing factor to be taken into account and once under the aspect of shaping the culture. Quality policy has often remained on paper and implementation weak.

From practical experience, there are two fields of action and one central driver for actively shaping corporate culture and quality culture. Operationalizing values that guide action and shaping relationships are essential.

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