THE FENDER HANDS WHAT IS FENDER
•Founded in 1946 by Leo Fender
•Headquarters: Hollywood, CA
•Offices on 4 continents
•FMIC brands include: •Product categories include: •Fender •Electric Guitars •Squier •Acoustic Guitars •Jackson •Amps •Charvel •Accessories •Gretsch •Pedals •EVH •Fender Custom Shop •Consumer Electronics •Pro Audio
•Fender Digital established in 2015
•3 Fender Digital apps
•95k active Fender Play users
•90% artist stage share
2 Vision
“Artists are Angels. Our job is to give them wings to fly.”
3 Mission
To serve players at every stage.
4 LEO LISTENED TO ARTISTS
5 ARTISAN NATURE/MODERN MANUFACTURING
6 “Not just an object, an instrument.”
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“The ability to learn [and change] are the only remaining sustainable advantages.”
– Harvard Business Review, March 2016 What problem are we trying to solve? CONTINUOUS IMPROVEMENT
SUSTAINABLE CI
1. Process Characterization 2. Standard Work 3. Audit 4. Culture and leader engagement
WORK BUILDING SUSTAINABLE CHANGE
Input Output
Growth Mission/ Environment Profit
Resources Satisfaction (customers/employ History/Brand ees)
Innovation
It’s only when you consider and plan for people and culture that you build sustainable change.
Credit: Nadler and Tushman - Congruence Model BUILDING SUSTAINABLE CHANGE
Input Output
Growth Mission/ Environment Work Structure Profit Resources Strategy The activities and The formal processes Satisfaction steps that are required including core and (customers/employ History/Brand to do the work and support functions within ees) add value to the overall business business Innovation
It’s only when you consider and plan for people and culture that you build sustainable change. BUILDING SUSTAINABLE CHANGE
Input Output Culture The aggregated behaviors, beliefs, and norms that influence Growth Mission/ decisions and outcomes Environment Work Structure Profit Resources Strategy The activities and The formal processes Satisfaction steps that are required including core and (customers/employ History/Brand to do the work and support functions within ees) add value to the overall business business Innovation
People The characteristics of employees and leaders — skills, knowledge, behaviors/preferences, and reward expectations
It’s only when you consider and plan for people and culture that you build sustainable change. PRIDE
15 What do you communicate to your employees from the moment they walk into the door? 17 SERVANT LEADERSHIP MODEL
TRADITIONAL MFG STRUCTURE REDEFINE THE ROLE OF LEADERS
Plant Manager
Operator and Rotation Group Materials HR Leader
Engineer Supervisor Engineer Supervisor
HR Materials
Operator and Rotation Group Leader
Plant Manager C = (P x V x CR x TP) R LEADING THROUGH CHANGE
What problem am I trying to solve? LEADING THROUGH CHANGE
What problem am I trying to solve?
FIX •Focus on problem •Problem solving methodology •Six Sigma, lean, tools •Discrete outcome •Measure
COMPLIANCE LEADING THROUGH CHANGE
What problem am I trying to solve?
FIX CHANGE •Focus on problem •Focus on behavior •Problem solving •What do you celebrate? methodology •Bright Spots •Six Sigma, lean, tools •Culture •Discrete outcome •Measure •Measure
COMPLIANCE COMMITMENT CREATING SUSTAINABLE CHANGE AT FENDER
•Leaders must “own” the change •What is your language? •Fender Leadership Academy (Problem Solving, Project Management, Change Management, Leadership Development, Business Acumen) •Communication Structure (Weekly Rundown) •How are you investing? “Show me your calendar” •Humility to accept and embrace feedback Mission To serve players at every stage. Fender Strategic Plan: 2020 - 2022
THANK YOU
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