Howard Schultz: belief

Transcript context

…But I was clearly leading. There was a leading question around innovations not under… So what’s the point? It’s not that there hasn’t been innovation. I think there’s a burden that the organization has and a reliance on the founder that over time can become unhealthy. Not that I didn’t want succession. It wasn’t really on my mind. The marketing and the merchant mentality of Starbucks was always with me and probably did not allow others who were well-intended and could have done good things were following and leaning on me, which is not the healthiest thing over the longevity of the company. I think that has covered up mistakes that covered up things, then it was revealed when I left. It’s the very things that make the business successful the founder bets, that then at some point in the company’s second act, hold it back. You have all this muscle memory as a company of relying on founder maverick acts, and at some point you need to figure out how as a company to not.…

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