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It is often uncritically assumed that, when digital technologies are integrated into the operation of city functions, they inevitably contribute to sustainable urban development. Such a notion rests largely on the belief that Information and Communication Technology (ICT) solutions pave the way for more democratic forms of planning, and that &lsquo ; smart&rsquo ; technological devices result in a range of environmental benefits, e.g., energy efficiency and the mitigation of global warming. Drawing on the scientific literature that deals with &lsquo ; smart cities&rsquo ; we here elaborate on how both propositions fail to consider drawbacks that could be characterized as &lsquo ; wicked&rsquo ; i.e., problems that lack simplistic solutions and straightforward planning responses, and which often come about as &lsquo ; management surprises&rsquo ; as a byproduct of achieving sustainability. We here deal with problems related to public choice constraints, &lsquo ; non-choice default technologies&rsquo ; and the costs of automation for human learning and resilience. To avoid undemocratic forms of planning and too strong a dependence on non-choice default technologies, e.g., smart phones, we recommend that planners and policy makers safeguard redundancy in public-choice options by maintaining a wide range of alternative choices, including analog ones. Resilience thinking could help planners deal more effectively with the &lsquo ; wickedness&rsquo ; of an increasingly hyper-connected society.

It is often uncritically assumed that, when digital technologies are integrated into the operation of city functions, they inevitably contribute to sustainable urban development. Such a notion rests largely on the belief that Information and Communication Technology (ICT) solutions pave the way for more democratic forms of planning, and that 'smart' technological devices result in a range of environmental benefits, e.g., energy efficiency and the mitigation of global warming. Drawing on the scientific literature that deals with 'smart cities', we here elaborate on how both propositions fail to consider drawbacks that could be characterized as 'wicked', i.e., problems that lack simplistic solutions and straightforward planning responses, and which often come about as 'management surprises', as a byproduct of achieving sustainability. We here deal with problems related to public choice constraints, 'non-choice default technologies' and the costs of automation for human learning and resilience. To avoid undemocratic forms of planning and too strong a dependence on non-choice default technologies, e.g., smart phones, we recommend that planners and policy makers safeguard redundancy in public-choice options by maintaining a wide range of alternative choices, including analog ones. Resilience thinking could help planners deal more effectively with the 'wickedness' of an increasingly hyper-connected society.

Purpose
The purpose of this paper is to identify and explore important quality-related challenges facing organizations, and investigate how current excellence models incorporate these challenges.


Design/methodology/approach
The paper is based on a Delphi study of Swedish organizations. Forty-nine challenges were generated and ranked according to importance and the ten top-ranked challenges were compared to the principles of four excellence models.


Findings
The excellence models still seem to be relevant since their content matches many of the identified challenges. The Malcolm Baldrige National Quality Award and the Swedish Institute for Quality models were found to have the most comprehensive coverage, while the International Organization for Standardization model had limited coverage.


Research limitations/implications
Three areas for further research were identified: first, how quality management (QM) can evolve in different contexts that have varying needs in terms of adaptive and explorative capabilities; second, the interfaces of QM and sustainability, and ways to understand how customers and stakeholders can be active contributors to improvements; and third, the roles of the owners and board of directors regarding QM, and how to organize and distribute responsibilities of the QM work.


Practical implications
There are three important challenges that future revisions of excellence models could address: first, making QM a strategic issue for company owners; second, involving customers in the improvement activities; and third, developing processes that are robust yet still easily adaptable.


Originality/value
The Delphi study identified upcoming challenges in the QM area based on input from 188 quality professionals.