The Execution Quotient: The Measure of What Matters
The main thing for companies to do to be successful is to increase their ability to focus and to close the execution gap. FranklinCovey has developed a survey called the Execution Quotient, or xQ, to see how well companies are doing in execution.  The drivers of execution are divided into two categories: focus and synergy.  Studies find that, according to the measure, many of the employees in organizations cannot translate goals into action or perform with discipline. Organizations do not work together effectively in achieving their most important goals. The findings clearly indicate that organizations lack core focus, that they do not synergize well, and the result is a failure to execute.

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The Houstonian

The Houstonian Hotel, Club, and Spa in Houston, Texas, USA needed to improve the company culture.  In 1996, the re-designed the culture around the 7 Habits of Highly Effective People. As a result, The Houstonian posted improved customer satisfaction scores, lower employee turnover, and better financial performance every year during the period of this study (1996-2001).  During that period, revenues increased 100 percent.

NOTE:  The link to this case is not active, pending approval of the client. 

The Key to Sustained Superior Sales Performance: Execution and Helping Clients Succeed
This white paper studies the sales execution process as well as the content of "smorgasbord" sales training programs.  The paper reviews five levels of sales development, training, and execution and gives advice on how to win more sales despite an intense competitive environment.

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The Leader in Me Video
A video about the value of the 7 Habits of Highly Effective People at Chestnut Grove Elementary School in Decatur, Alabama, USA.

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The Real Leadership Challenge: Top-to-Bottom Focus and Execution
Why is there now high employee stress yet low employee focus and utilization?  High profit and growth projections yet low financial performance?  Have business leaders lost the ability to focus, execute, and get the job done?  Poorly executed goals have a domino effect on future execution.  The challenge is that people are processing large quantities of information, are feeling maxed out, yet are not perceived as contributing to the best of their potential.  In the fall of 2002, FranklinCovey teamed with Harris Interactive to administer xQ™ Assessments and found eight execution gaps in today’s organizations.  They then created five solutions that would help organizations fill those gaps.  The first is to agree on a few “wildly important” goals, then translate goals into specific activities and measures, engage the hearts and mind of people, re-engage people regularly to stay on track, and finally, build a culture of collaboration and trust.  Execution is the new value creation frontier. Leaders can increase their organizations’ ability to execute if they channel the combined passion and energy of their workforces toward the few things that would make the biggest impact on the organization.  The preceding five steps will aid in these efforts.

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TRAINING FOR RESULTS

When DHL and Airborne Express merged in 2003, the leaders needed a strategy to get everyone of the 540,000 employees moving in the same direction.  Specifically, they needed to increase employee retention and employee engagement. Using the Carrot philosophy, the company created a culture centered around people, recognition, and results.  After 6 months of applying the Carrot principle, turnover in the IT department decreased 27%, and other departments had equally impressive results.  This document is Case Study No. 7 by O.C. Tanner Company and is used by permission.

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Transpetro: Developing the Human Side
Transpetro is a subsidiary of Petroleo Brasileiro S.A. or Petrobras.  Incorporated in 1998, Transpetro is a bulk transporter and storage provider of petroleum and natural gas.  Company management had confidence that it knew how to manage the practical operations of the company very well.  But they were not sure they were doing as well as they could with people management.  They invited FranklinCovey to teach the 7 Habits of Highly Effective People to both management and employees--and with great success.  The training is now a component of Petrobras University's regular curriclum.

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TURNING SALES AROUND DESPITE A TOUGH ECONOMY
To achieve sales growth of half a billion US dollars in four years, this IT company brought in FranklinCovey's Sales Performance Group.  The training they provided transformed the sales force from "product pushers" to trusted advisors.  Sales increased by 10 to 15 percent despite a sluggish economy.

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U.S. Navy Fleet Readiness Center

In 2007, the U.S. Navy's Fleet Readiness Center in Jacksonville, Florida, USA was able to refurbish F/A-18 figher jets on-time and on-cost for the first time since 2003.  In an article in the JAX AIR NEWS, NAS JACKSONVILLE, the Center reported that they had achieved this result after implementing both Lean/Six Sigma methods and the 4 Disciplines of Execution.  This article is a verbatim reprint of selected paragraphs and a photograph from an October 11, 2007 article on the subject.  The article concludes that "with the lean and 4D 'airspeed' tools, the F/A-18 team has proven they can reduce variability in the process and deliver on-time and on-cost." 

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U.S. Power Company
In the early 1990s, faced with deregulation and the possibility of sweeping change in its industry, a U.S. power company prepared its employees to survive a constantly changing environment by building a culture based on unchanging principles. In 2005, the company was faced with restoring power to all 195,000 of its customers following the devastation of Hurricane Katrina. Due to its previous implementation of The 7 Habits of Highly Effective People, they were able to restore power to all of their customers within 12 days following the hurricane.