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Stan Fuller

on 7 April 2014

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Transcript of Onward!

How Starbucks Fought for Its Life, Without Losing Its Soul
- Howard Schultz

"... this is what merchants do. We take the ordinary - a shoe, a knife, - and give it new life, believing that what we create has the potential to touch others' lives because it touched ours."
From Managers to Leaders
Tactician to Strategist
Going down the wrong path
Focusing on comps, not coffee

Bricklayer to Architect
Eliminated COO Position
Understood what this move would do
The Incomplete Leader
Created a compelling vision of the future
Used stories and vivid imagery

Always looking for the next new thing
Not afraid of failure
Are Leaders in Control?
The Mystique of Leaders
The guy who started it all
Shultz and Bono in New Orleans

Acting Confident
Didn't dwell in the past
Projected confidence into the future
Managing Change
Direct the Rider
Operational changes

Organizational restructuring
Direct the Rider
Motivate the Elephant
Shape the Path
Motivate the Elephant
Enhance customer experience
Shape the Path
Transformation Agenda

Stick to your core
From Manager to Leader
The Incomplete Leader
Are Leaders in Control?
Believed company should have purpose.
Type "I" Person
Engage and Inspire
Engage and Inspire
Gave Partners a sense of ownership
Decision Making
Schultz's Biggest Decision
Whether or not to come back as CEO
Needed to decide his course of actions
all of the decisions were made one by one as change was occuring
Schultz's Biggest Decision
Deliberately and with Thought
Restructuring the Company
Human connection
Social & environmental responsibility
Driven by intrinsic desires
Gave Partners the tools they needed
Lean Initiative
Deliberately and with Thought
Evidenced by time he spent and soul-searching

Sought-out the counsels of other CEOs
Restructuring the Company
Gathering sales information
Visiting Stores
Not to cast blame, but learn from the failures
Slowly got out of economic slump
"Protect and preserve your core customers. The cost of losing your core customers and trying to get them back during a down economy will be much greater than the cost of investing in them and trying to keep them."
“There are moments in our lives when we summon the courage to make choices that go against reason, against common sense and the wise counsel of people we trust. But we lean forward nonetheless because, despite all risks and rational argument, we believe that the path we are choosing is the right and best thing to do."
Type "I" Person
" I have long believed in the power of a word or single phrase to effectively communicate a business imperative - and to inspire people. The best words are never big or complicated, but are packed with emotion and meaning, leaving no questions of what I expect of myself and others."
“Large or small, our actions forge our futures, hopefully inspiring others along the way.”
Full transcript