We Had to Own the Mistakes

Two years ago Starbucks ran into trouble, and Schultz was called on to serve a second time as its CEO. In this edited interview, he talks about the effects of the financial crisis on Starbucks's sales, the surge of competition, the blogosphere, and retaining authenticity in spite of growth. Schultz calls values, culture, and Starbucks's reservoir of trust with its employees "the only assets we have as a company." He saw preserving and enhancing the integrity of those assets as his primary challenge. That meant declining to franchise the system or compromise on quality or change the company's generous health care coverage. One bold move was to take 10,000 store managers to New Orleans for a conference that began with more than so,000 hours of community service and an investment in local projects of Si million. The purpose of the conference was to galvanize the entire leadership of the company and to stress personal accountability and responsibility. Schultz believes that without that experience, he couldn't have turned things around for Starbucks. HBR Reprint R1007K