NOKIA SIEMENS NETWORKS: Building a Strong Corporate Culture in a Newly Merged International Company

With 60,000 employee stretched across the globe, the newly merged Nokia Siemens Networks needed to bridge a large number of cultural as well as logistical challenges.  The Northeast Europe division worked with FranklinCovey Nordic Approach to train the leadership team in the 7 Habits as well as the principles of FOCUS.  This case is also available in Danish.                                                                                                                 

Nokia Siemens Networks (NSN) leverer infrastruktur - dvs. master, kabling, udstyr, software mv. - til fastnet- og mobilnetoperatører verden over, bl.a. Telemor. Virksomheden blev etableret i 2007, hvor Nokias og Siemens' networksforretningerblev fusioneret i et nyt globalt selskab med ca. 60.000 ansatte.

Nomaco Tarboro, First and Foremost
The Tarboro plant manufactures polymer foam extrusions for toy, recreational, marine, and other markets.  In 2004, the plant was suffering from a lack of cooperation across its nine departments. Production costs exceeded budgets, and revenues and employee morale were down.  After implementing The 4 Disciplines of Execution, the company succeeded in reducing production costs by $500,000 and improving operational efficiencies by 800 percent. Morale also significantly improved.

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Oakwood Healthcare
In 1996 Oakwood Healthcare introduced The 7 Habits of Highly Effective People workshop to their staff of 8,000 employees.  The goal was to improve the relationship between doctors and administrators.  As a result of the training, Oakwood has seen an increase in trust between physicians and administrators and the creation of a new culture based on shared values.

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OPERATIONAL EXCELLENCE AT BANNER

Pharmaceutical manufacturer, Banner, located in Tilburg, Netherlands, was suffering from poor business results, weak on-time delivery, excessive re-works, lengthy turnaround time, and upset customers.  Their material losses in 2006 were substantial.  By 2008, the company had produced positive business results, achieved an 87% on-time delivery record, reduced re-dos from 146 to 40, reduced turnaround time from 26 weeks to 10 weeks, reduced customer complaints from 85 a year to 40, and cut two-thirds of their material losses.  Banner attributes this success to the 4 Disciplines of Execution and the xQ Survey. 

Banner is een fabrikant en leverancier van gespecialiseerde, op gelatine gebaseerde farmaceutische producten: softgels. In 2008 voor het eerst in jaren een positief bedrijfsresultaat. Realisatie van essentiële verbeteringen voor alle andere belangrijke indicatoren zoals omzet, op tijd leveren, herproductie, doorlooptijd nieuwe producten, klachten, foreigners* en materiaalverlies.  Deze studie is over de 4 Disciplines van Uitvoering (4D) en de xQ Survey voor FranklinCovey.

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Opryland Video
A video about the impact of the 4 Disciplines of Execution on guest satisfaction and customer loyalty at the Gaylord Opryland Resort and Convention Center in Nashville, Tennessee, USA.  Please use this video in conjunction with the printed case study available on this website and entitled, "Guest Satisfaction at Gaylord Opryland." 

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Organizational Impact of the 7 Habits on Schools and Colleges
Former professor of communication and FranklinCovey consultant Susan Baile conducted a study involving nearly 40 schools and colleges in the United States in 1998.  After interviewing 140 teachers, administrators, and others, Baile concluded that the 7 Habits of Highly Effective People training course produced positive organizational, not just personal, change.  The positive value of the 7 Habits for the following organizational components was confirmed:  1.  Workplace Satisfaction; 2. Communication Between Employees; 3. Teamwork; 4. Organizational Goal Focus; 5. Conflict Management/Collaboration; and 6. Organizational Resilience.  This document, written in 2008, summarizes the Baile study and adds some additional context to the value of 7 Habits in the schools.

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PASSIONATELY SWISS
The Movenpick Group, which includes the upscale Movenpick Resorts and Hotels chain set a goal to increase the number of hotels from 70 to 100 by 2010.  Top management believed that a change of vision would be necessary to achieve such a "stretch" goal.  They investigated training programs from the London Business School and IMD but instead chose the Leadership: Great Leaders, Great Teams, Great Results from FranklinCovey.

PERFORMACE: ACCELERATED

This white paper is, according to the authors,"a new benchmark for initiating employee engagement, retention and results."  It summarizes the results of a 10 year study involving 200,000 managers and employees in organizations worldwide.  It shows that return on equity is considerable higher for companies who reward and recognize employeee performance using the Carrot Principle. 

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Phoenix PLC
Along with helping employees achieve clearer focus and understanding of objectives, training in The 7 Habits of Highly Effective People has helped Phoenix PLC reinvent itself amid massive expansion.

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Podcast: Interview with Guatemalan Minister of Education (in Spanish)
An interview with Maria del Carmen Acena de Fuentes, Minister of Education of Guatemala 2004-2008.  Interviewer:  Christian H. Tyden.  6 minutes.  The Minister discusses the "Dreams of Youth for Peace" program in Guatemala, which includes the 7 Habits.  In Spanish.

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