Thank you, Sir.
Thank you, David.
My name is Lewis Schiff,
from the executive director of Inc Magzines Business Owners Council.
And that’s a membership organization
based here in the New York area for business owners.
And seated below me in the first few rows here
are many of the members of that Council,
Ross Miller of Hanover Fire and Chip Nyberg of TriState.
Each of these individuals are business owners in their own right.
Many of them are members of Inc magazines
Inc 5,000 the fastest-growing list of private companies in America.
Now Howard Schultz is the very kind of entrepreneur our members aspire to be.
And it has nothing to do with wealth or fame per se.
He’s an inspiring leader, committed to building an organization
based in the values that he holds dear,
and a belief that a company can be about more than just dollars and cents.
In 2007, Howard rejoined his business in the role he once held,
Chief Executive Officer.
In the years immediately prior to that,
he had taken on a more strategic role
outside of the day-to-day running of the company
to oversee the global expansion of the company in the brand.
What drove him to come back into the CEO suite
in the role of turn-around CEO?
During Starbucks’ darkest hour is the subject of Howard’s new book Onward,
which each of you will be receiving today.
Thank You Howard for being here
for the members of the Business Owners Community of New York.
Thank you Lewis. Thank you.
So Howard, I understand that you’re a hometown boy from Brooklyn.
Which means the first question is,
you know, is Yankees or Mets?
Very easy answer for me, Yankees.
Okay, great. I guess the same.
［Cheer and Applause］
So the book is intensely personal,
and I really I got, I didn’t know you before,
but I heard what I’m sure is your voice in it,
honest and unvarnished.
And I’m so glad that everyone’s getting a copy
because it is a genuinely good book to read from beginning to end,
but as a leader, what came across to me is
how you’re tortured in some ways by certain ideals
that you hold so dear,
that aren’t as important to others?
So you speak of reverence with the work force you’ve put together,
how talented they are, how spirited they are.
And yet this now famous 2007 memo,
where as chairman of the board not yet CEO,
you were critical of how Starbucks was performing than to be an internal memo
got leaked to the outside world.
How do you create a nurturing work environment,
when you’re not sure you can trust the people closest to you,
to not leak confidential details?
Well, the history of my time at Starbucks,
I had written hundreds of emails or memos to
teams of people about my views of the landscape, the competitive environment,
and how we were doing our jobs.
This particular email though was not intended obviously to be leaked,
and it wasn’t intended to be a criticism.
It was my observations.
I entitled it the commoditization of Starbucks,
where I felt that the stock price at the time
which was at record high,
was camouflaging kind of the underbelly of the company
in which I felt the customer was not at the center of our work.
And you know, 24 hours after I wrote that memo,
there was a knock on my door and someone said,
“Howard, the memo is everywhere.”
I said, “what do you mean?”[Laugh]
It’s all over the web and you know obviously that was a
a huge surprise to me, and you know
we have 200,000 people working for Starbucks all over the world.
I don’t know where the memo went,
I don’t know who did it.
It didn’t really matter at the time.
And it wasn’t about fracturing trust or betrayal.
It was about this new world order we live in
where nothing is private anymore.
But the truth of the matter is that memo
in a very unique way became a catalyst
for a level of conversation that perhaps we would not have had
had it not gotten out.
Now I didn’t intend to come back as a CEO,
but you know you mentioned the word ‘personal’,
but I want to link it to a different word,
and it’s about ‘love’.
Any of us who are engaged in building a business or an entrepreneurial effort understand
that it is incredibly difficult to create success,
and even more so, to create enduring success.
And the things that I think are about success in business is
not only personal but having unbridled enthusiasm and love and passion,
and almost willing to do anything for the enterprise.
And that is how we got here,
and I felt that it wasn’t the fact that we had lost that,
but it was being subordinated by things that I felt did not matter as much.
The success of Starbucks for 15 consecutive years as a public company,
we were literally on this magical carpet ride
where everything we did in every city, every country,
每次的新方案 几乎没有尝试 却都管用
every initiative almost without trying, was working.
And what it produced was a level of invincibility
where people felt almost a set of hubris
and complacency began to establish in the company,
and I felt it was like a virus,
and because of my love of the company,
I just said we can’t continue like this.
And in a sense what that ended up doing was
I came back to the company,
because I felt a deep responsibility to two hundred thousand people and their families
to restore the company back.
Now when I came back in January of eight,
I never imagined at the same exact time,
we were going to be in the middle of this cataclysmic financial crisis
which was going to turn the world upside down.
And Starbucks as a discretionary purchase,
was going to be subject to such pressure.