"Culture Eats Strategy for Breakfast"
Peter Drucker is credited for saying it first. But what's at the heart of a culture capable of eating strategy for breakfast?
ENGAGEMENT: A KEY DRIVER OF FRANCHISEE SUCCESS
Imagine a well-run franchise as an orchestra. All of the musicians are attentive, working together and following the conductor’s lead to make a beautiful piece of music. Then, imagine what it would be like to be part of such a franchise, or to be a franchisor conducting the orchestra—the passion, energy, focus, cooperation and profitability. Now think about your franchise. How similar is it to an orchestra?
One of the key elements that will help a franchise operate as smoothly as an orchestra is the level of engagement of its franchisees. Creating a culture of engagement within a franchise is not easy and it does not happen over night. But with engagement comes the ability to execute and achieve your organization’s vision. READ MORE
THE UNTAPPED TALENT AMONG US
As I talk to BrightStar owners, I'm amazed at the experience and insight that is going untapped. No one of us is smart enough to effectively tackle the volume of complex challenges we face as an organization. By taking a Total Quality Franchising approach to prioritizing strategic and tactical challenges, we could leverage the experience and expertise of many franchisees and become unstoppable.
GALLUP Q12: Engagement-Safety-Productivity-Loyalty-Profitability... SUCCESS
The findings of Gallup's Meta Analysis on employee engagement are confirmed in organizations focused on the key components of long-term business results.
We accumulated 263 research studies across 192
organizations in 49 industries and 34 countries. Within
each study, we statistically calculated the business/work
unit level relationship between employee engagement and
performance outcomes that the organizations supplied.
In total, we were able to study 49,928 business/work units
including 1,390,941 employees. We studied nine outcomes:
customer loyalty/engagement, proﬁtability, productivity,
turnover, safety incidents, shrinkage, absenteeism, patient
safety incidents, and quality.
Employee engagement is related to each of the nine
performance outcomes studied. Results indicate high
generalizability, which means the correlations were
consistent across diﬀerent organizations. The true score
correlation between employee engagement and composite
performance is 0.42. Business/work units scoring in the top
half on employee engagement nearly double their odds of
success compared with those in the bottom half. Those at
the 99th percentile have four times the success rate as those
at the ﬁrst percentile. Median diﬀerences between top quartile
and bottom-quartile units were 10% in customer ratings, 22% in proﬁtability, 21% in productivity, 25% in turnover (high-turnover organizations), 65% in turnover (low-turnover organizations), 48% in safety incidents, 28% in shrinkage, 37% in absenteeism, 41% in patient safety incidents, and 41% in quality (defects).