"Initially, we had taken the tactic like 'hey, we just got to get this business turned around and then we'll start talking about what's going on,' and the reality is we needed to get into conversation from day one so people understood, transparently, what we are trying to do with Starbucks,"
"I would say, you know, early on, we needed to figure out how to tell our story again and do it in the right channels and in a culturally relevant way,"
"And I think, you know, luckily, we're now getting back to being on our front foot in talking about our business."
The first year as Starbucks CEO included a misstep: the turnaround plan was not positioned quickly enough as part of the company's cultural conversation. The comeback initiative, called Back to Starbucks, implements dress-code updates for baristas, menu streamlining, and a mobile-ordering overhaul to restore Starbucks as the 'third place' beyond home and work. Customer engagement scores have increased following these changes. Early communication prioritized operational recovery over transparent cultural dialogue from day one. Leadership requires listening to feedback and making difficult, sometimes unpopular, decisions. Corporate and store-level employees have expressed criticism about the pace and communication of the changes.
Read at Business Insider
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