Starbucks CEO Howard Schultz has shared a set of principles for the “reinvention of the next chapter of the company”.
In an open letter to partners, Schultz, who returned to lead the coffee shop giant in April, said he had learned much through “open, honest and often vulnerable conversations” in stores.
He spoke of “unprecedented cultural division and economic trauma… it seems as though every day there is a new crisis to address”.
“It has long been my deep belief that together we can – and do – play an important part in creating positive change, for partners and our communities,” he wrote.
He acknowledged the Starbucks business is not set up to fully satisfy the “evolving behaviours, needs and expectations of our partners or customers”.
“It is not designed for the future we aspire to for ourselves and the communities in which we serve.”
The business must modernize and transform the Starbucks experience in-store, to recreate an environment that is “relevant, welcoming and safe, and where we uplift one another with dignity, respect and kindness”.
“We need to reinvent Starbucks for the future. And to be successful, it will take our collective courage to begin again.”
The reinvention will seek to double down on its mission: ‘To inspire and nurture the human spirit – one person, one cup and one neighbourhood at a time’.
The plan begins with five ‘bold moves’: re-envision how Starbucks brings its mission to life; renew the well-being of retail partners by radically improving their experience; reimagine the store experience for greater connection, ease and a planet positive impact; reconnect with customers by delivering memorable and personalized moments; redesign partnership by creating new ways to thrive together.
On the redesigning of partnerships, Schultz said the company would look to “protect each other, respect and include each other”, to create a safe and welcoming work environment.
Partners will be empowered to learn new skills for better pay and more growth and opportunity.
Starbucks said it would invest in the mental, physical and financial health of every partner through its practices, policies and benefits.
On a final point, on ‘shared power, shared accountability, shared success’, Schultz added: “We aim to be a wholly new kind of company in our industry, setting a new standard.”
