1. IntroductionA company, regardless of the industry it operates in, must adopt its own business environment. Of course this process may differ in different industries, as it changes more rapidly in the technology sector and may change more slowly in the food and beverage sector. However, all companies from different sectors have a common mission which is continuous improvement. A company can become a market leader in 20 years of experience and dominate all markets with all bargaining powers, securing its current market leading position by being the best is much more difficult. Maintaining your position at the top, regardless of the industry you operate in, requires more research, competitive analysis, motivation, innovation and one of the most significant keys is continuous improvement. Continuous improvement is important because it seeks to improve products, services or processes in order to improve the competitive position. If you think that you are the best and that you don't need any further improvements for your business, you are very wrong. To illustrate, as Michael Keefe provided an example of the need for improvement, Tiger Woods, who is one of the richest sportsmen in the world and the number one golfer in the world, still had the desire to improve: he got himself a coach and they spent time improving his swing. Therefore, this continuous improvement is not a self-inflicted thing where there are some “tools” to achieve “CI” such as TQM, Lean Manufacturing, Six Sigma, SMAIC model and EFQM excellence model which support it more in numerous ways. In any case, the role of EFQM in continuous improvement and the solution to the obstacles to achieving "CI" will be analyzed and discussed. The excellence model implies continuous improvement; such as… half of the document… commitment to improvement from the bottom up. Employees are the key factor in ensuring process improvement. They may resist continuous change if there is no consistent communication about the constant flow of improvement. Furthermore, empowering employees to be involved in continuous improvement is another issue in the employee engagement process. Simply informing about the change is not important, they should be guaranteed to contribute to the improvement themselves as individuals and the methods for doing so should be effective (Gunnarsdóttir 2012). To overcome these barriers to continuous improvement, identifying what needs to change and why it needs to change will help the “change process” so that employees are not surprised. Classifying the consequences of the company's failure to react to the challenge could be the next step. 2.3 Role of EFQM in the “IC”3. Conclusion