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In 2008, Howard Schultz, the president and chairman of Starbucks, made the unprecedented decision to return as the CEO eight years after he stepped down from daily oversight of the company and became chairman. Concerned that Starbucks had lost its way, Schultz was determined to help it return to its core values and restore not only its financial health, but also its soul. In Onward, he shares the remarkable story of his return and the company's ongoing transformation under his leadership, revealing how, during one of the most tumultuous economic times in history, Starbucks again achieved profitability and sustainability without sacrificing humanity. Offering readers a snapshot of a moment in history that left no company unscathed, the book zooms in to show, in riveting detail, how one company struggled and recreated itself in the midst of it all. The fast paced narrative is driven by day-to-day tension as conflicts arise and lets readers into Schultz's psyche as he comes to terms with his limitations and evolving leadership style. Onward is a compelling, candid narrative documenting the maturing of a brand as well as a businessman. Onward represents Schultz's central leadership philosophy: It's not just about winning, but the right way to win. Ultimately, he gives readers what he strives to deliver every day- a sense of hope that, no matter how tough times get, the future can be just as or more successful than the past, whatever one defines success to be. "Through the lens of his personal leadership journey, with all of its dizzying ups and agonizing downs, Howard Schultz has written, with aching honesty and passion, the single most important book on leadership and change for our time and for every generation of leaders. This book is not just recommended reading, it's required." Warren Bennis, Distinguished Professor of Business, University of Southern California, and author of the recently published Still Surprised: A Memoir of a Life in Leadership "[This] sequel to the founding of Starbucks is grittier, more gripping, and dramatic, and [Schultz's] voice is winning and authentic. This is a must-read for anyone interested in leadership, management, or the quest to connect a brand with the consumer." Publishers Weekly
Watch the author talk about 'Organisational Schizophrenia: Impact on Customer Service Quality'. More than two decades after the watershed economic reforms of 1991, customers find yawning gaps between what many companies promise to deliver as a matter of policy and what, in customers' perception, is actually delivered at the operating level. A major part of the problem stems from the fact that while a company may be keen to maximise customer satisfaction, it would also want to maximise shareholder value at the same time. This obsessive pursuit kills people`s objectivity. The resulting conflict of self-interest generates wrong signals within the company, leading to organisational schizophrenia severely affecting employees' emotional engagement. Supported by sizeable empirical research from 300 interviews with almost 200 respondents, including customer-contact employees, the book explores the reasons why, in a company- - behaviour becomes unpredicpble, - responsiveness becomes arbitrary, - initiative becomes risky, - operating practices drift away from policy and - mission statements begin to turn into mere posters. The book shows how organisational schizophrenia and the consequent problems can be avoided through disciplined and rigorous commitment to core values, standing up to wrongdoing, and taking a stand for the customer at all levels of management.
Double your odds of leading successful, sustainable change Leaders aren’t short on access to change management advice, but the jury has long been out as to which approach is the best one to follow. With the publication of Beyond Performance 2.0, the verdict is well and truly in. By applying the approach detailed by authors, Scott Keller and Bill Schaninger, the evidence shows that leaders can more than double their odds of success—from thirty percent to almost eighty. Whereas the first edition of Beyond Performance introduced the authors’ “Five Frames of Performance and Health” approach to change management, the fully revised and updated Beyond Performance 2.0 has been transformed into a truly practical “how to” guide for leaders. Every aspect of how to lead change at scale is covered in a step-by-step manner, always accompanied by practical tools and real-life examples. Keller and Schaninger’s work is distinguished in many ways, one of which is the rigor behind the recommendations. The underpinning research is the most comprehensive of its kind—based on over 5 million data points drawn from 2,000 companies globally over a 15-year period. This data is overlaid with the authors’ combined more than 40 years of experience in helping companies successfully achieve large-scale change. As senior partners in McKinsey & Company, consistently named the world’s most prestigious management consulting firm, Keller and Schaninger also draw on the shared experience of their colleagues from offices in over 60 countries with unrivaled access to CEOs and senior teams. Beyond Performance 2.0 also dares to go against the grain—eschewing the notion of copying best practices and instead guiding leaders to make choices specific to their unique context and organization. It does this with meticulously balance of focus on short- and long-term considerations, and on fully addressing the hard technical and oft cultural elements of making change happen. Further, the approach doesn’t just focus on delivering change; it builds an organization’s muscle to continuously change, making it healthier so that it can act with increased speed and agility to stay perpetually ahead of its competition. Leaders looking for a proven approach to leading large-scale change from a trusted source have found what they are looking for in Beyond Performance 2.0.
With a foreword by Alex Osterwalder.
From the longtime CEO and chairman of Starbucks, a bold, dramatic work about the new responsibilities that leaders, businesses, and citizens share in American society today—as viewed through the intimate lens of one man’s life and work. What do we owe one another? How do we channel our drive, ingenuity, even our pain, into something more meaningful than individual success? And what is our duty in the places where we live, work, and play? These questions are at the heart of the American journey. They are also ones that Howard Schultz has grappled with personally since growing up in the Brooklyn housing projects and while building Starbucks from eleven stores into one of the world’s most iconic brands. In From the Ground Up, Schultz looks for answers in two interwoven narratives. One story shows how his conflicted boyhood—including experiences he has never before revealed—motivated Schultz to become the first in his family to graduate from college, then to build the kind of company his father, a working-class laborer, never had a chance to work for: a business that tries to balance profit and human dignity. A parallel story offers a behind-the-scenes look at Schultz’s unconventional efforts to challenge old notions about the role of business in society. From health insurance and free college tuition for part-time baristas to controversial initiatives about race and refugees, Schultz and his team tackled societal issues with the same creativity and rigor they applied to changing how the world consumes coffee. Throughout the book, Schultz introduces a cross-section of Americans transforming common struggles into shared successes. In these pages, lost youth find first jobs, aspiring college students overcome the yoke of debt, post-9/11 warriors replace lost limbs with indomitable spirit, former coal miners and opioid addicts pave fresh paths, entrepreneurs jump-start dreams, and better angels emerge from all corners of the country. From the Ground Up is part candid memoir, part uplifting blueprint of mutual responsibility, and part proof that ordinary people can do extraordinary things. At its heart, it’s an optimistic, inspiring account of what happens when we stand up, speak out, and come together for purposes bigger than ourselves. Here is a new vision of what can be when we try our best to lead lives through the lens of humanity. “Howard Schultz’s story is a clear reminder that success is not achieved through individual determination alone, but through partnership and community. Howard’s commitment to both have helped him build one of the world’s most recognized brands. It will be exciting to see what he accomplishes next.”—Bill Gates
Change is a constant, and leaders must do more than keepup—they must innovate and accelerate to succeed. Yet peopleare often unnerved by change. As a leader during a time oftransformation, you may stand up before teams that are indifferent,or even hostile, and need to convince them that change is necessaryand urgent. More than money, time, or resources, the ability tolead these people determines your ultimate success or failure. Whatdoes it take to be an effective change leader and increase the oddsof success? Stacking the Deck offers a proven, practical approach forinspiring meaningful, lasting change across an organization.Stacking the Deck presents a nine-step course of actionleaders can follow from the first realization that change is neededthrough all the steps of implementation, including assembling theright team of close advisors and getting the word out to the widergroup. Based on Dave Pottruck's experiences leading change as CEO ofCharles Schwab and later as chairman of CorpU and HighTowerAdvisors, these steps provide a guide to ensure that your changeinitiative and your team have the best possible shot at success. Inaddition, established business leaders who have led extraordinarychange initiatives demonstrate the steps in action. Theseexecutives include eBay CEO John Donahoe, Wells Fargo former CEODick Kovacevich, Starbucks chief executive officer Howard Schultz,San Francisco Giants CEO Larry Baer, JetBlue CEO Dave Barger,Asurion CEO Steve Ellis, Pinkberry CEO Ron Graves, and Intel'sPresident Renee James, among others. Leading an organization through major change—whether it'sthe introduction of a new product, an expansion to a new territory,or a difficult downsizing—is not for the faint of heart.While success is never guaranteed, the right leadership, process,and team make all the difference. For all leaders facing majorchange in their organizations, Stacking the Deck is anindispensable resource for putting the odds in your favor.
The art of living the "good life" requires skilful attunement to the lovely presences in everyday life.Lodged in a psychoanalytic sensibility, and drawing from ancient and modern religious and spiritual wisdom, this book provides the details, conceptual structures, and inner meanings of a number of easily accessible, everyday activities, including gardening, sport, drinking coffee, storytelling, and listening to music. It also suggests how to best engage these activities, to consecrate the ordinary in a way that points to experiential transcendence, or what the author calls "glimpsing immortality", a core component of the art of living the "good life".

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