How to Prepare your BMS for ISO 9001:2026

ISO 9001 is currently undergoing revision, with the updated standard expected to be published as ISO 9001:2026. While organisations certified to ISO 9001:2015 remain fully compliant until the new version is formally introduced, forward-looking businesses are already considering how their Business Management System (BMS) may need to evolve.

The good news is that ISO 9001:2026 is expected to be an evolution rather than a radical change. Organisations with a well-maintained, effective BMS should not expect to start again, but some targeted preparation will help ensure a smooth transition and avoid unnecessary disruption later.

What ISO 9001:2026 Is Likely to Mean for Your BMS

Although the final wording of ISO 9001:2026 has not yet been published, early drafts and guidance suggest continued alignment with the existing high-level structure, alongside clearer expectations in certain areas. For most organisations, this means reviewing how well existing processes operate, rather than introducing entirely new ones.

Your BMS should already address areas such as leadership, risk-based thinking, performance monitoring, and continual improvement. ISO 9001:2026 is expected to place greater emphasis on how these elements are understood, applied, and embedded in practice.

Key Areas to Review in Your Existing BMS

1. Risk-Based Thinking in Practice

Most organisations formally identify risks and opportunities, but fewer consistently demonstrate how these are actively managed and reviewed. Now is a good time to check whether:

• risks are clearly linked to objectives and processes

• actions taken to address risks are proportionate and documented

• risk considerations are revisited as part of management review

Strengthening this linkage will place your BMS in a strong position for future audits.

2. Understanding Organisational Context

ISO 9001:2015 introduced the requirement to consider internal and external issues. ISO 9001:2026 is expected to build on this. Review whether your BMS clearly shows:

• awareness of external influences (market conditions, regulatory changes, customer expectations)

• how these factors influence quality objectives and planning

• evidence that this understanding is kept up to date

This does not need to be complex, but it should be clear and meaningful.

3. Leadership and Ownership

Leadership involvement has always been central to ISO 9001, but it is often an area where evidence is weak. Organisations should ensure their BMS demonstrates:

• visible leadership commitment to quality

• clear roles, responsibilities, and accountability

• meaningful involvement in setting objectives and reviewing performance

Auditors increasingly look for leadership engagement that goes beyond signatures on documents.

4. Use of Data and Performance Monitoring

As organisations rely more heavily on digital systems and data, expectations around performance monitoring are evolving. Consider whether your BMS:

• uses appropriate data to measure process performance

• evaluates trends, not just isolated results

• links monitoring outcomes to improvement actions

This supports both compliance and better decision-making.

5. Continual Improvement That Is Evident

Continual improvement should be demonstrable, not assumed. Your BMS should clearly show:

• how issues are identified

• how corrective actions are implemented and reviewed

• evidence that improvements are sustained

This area often benefits from small refinements rather than major system changes.

Transition Timeframes

Once ISO 9001:2026 is published, organisations certified to ISO 9001:2015 will typically be given a transition period of up to three years to update their systems. During this time:

• audits will gradually transition to the new standard

• organisations will be expected to demonstrate alignment with updated requirements

• early preparation will reduce audit pressure later

There is no requirement to change your BMS immediately, but leaving preparation too late can result in rushed updates and avoidable nonconformities.

Practical Steps You Can Take Now

Even before the final standard is released, organisations can:

• maintain and improve their existing ISO 9001:2015 system

• ensure risk, leadership, and performance processes are working effectively

• keep documentation accurate, current, and reflective of real practice

• stay informed as further draft guidance becomes available

A well-run BMS today will require only modest adjustment for ISO 9001:2026.

Final Thoughts

Preparing for ISO 9001:2026 is less about rewriting your BMS and more about ensuring it truly reflects how your organisation operates. Businesses that use their management system as a practical tool rather than a compliance exercise are likely to find the transition straightforward.

Early review, honest assessment, and steady improvement will place your organisation in a strong position to retain compliance and continue to gain value from ISO 9001 well into the future.