Onward: How Starbucks Fought For Its Life without Losing Its Soul (Anglais) Relié – 13 avril 2011
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Revue de presse
the story of how [Howard] stabilised the company and brought it back to its core values. (Bookbag.co.uk, May 2011).
a tale of derring–do, traversing the globe and crowded with a cast of exceptional people the book is testament to [Howard s] drive and dedication. (Financial Times, May 2011).
The book is useful for anyone interested in leadership, management, and building a consumer brand. (The Market, May 2011).
an insight into the challenges faced by anyone keen to build a socially conscious business that is also highly profitable. (Director.co.uk, June 2011).
Schultz s story is incredible a book that shows big brands still have passionate beating hearts. (Management Today, September 2013)
Présentation de l'éditeur
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."
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From a different point of view this books confirms the view of the author of "How starbucks saved my life".
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The most interesting aspect of this account, for me, is that it serves as a perfect illustration of how annoying American upper managament can be. Nothing is ever good enough or fast enough for this man. Everyone has to passionately commit. Everything has to be better than last year, last week, yesterday. Everything has to be done by yesterday!
The newly revamped Starbucks may be wonderful, but it is unsustainable, as is most of the American corporate model. A classic example of this is the author's breathless account of someone coming up with a good idea on a flight back to Seattle and his pride in the fact that he was able to approve the concept and get committment to a date from others on the ground so that by the time they arrived everything was in place. Would it have been such a catastrophe if everyone had taken a day to think it all through? There is a great deal of this kind of thing in this book, and in my experience dealing with American business, such freneticism is all too common.
There is a great deal of pride expressed here in doing more with less - but that cannot go on forever.
I admit I read this book with a sense of cynicism, having worked in food service in various capacities over the years. I can't tell you how many times I'd have a human resources manager visit my store and act friendly with myself and my employees, smiling from ear to ear, all the while looking at name tags every few minutes because until that day we were all just a number on a profit sheet. I found it hard to believe that employees (I'm sorry, "partners") were as enthusiastic as Howard claimed them to be when he made a visit. I'm thinking more along the lines of "oh s***, he's here, clean that machine real quick and glue on a smile." I've been down that road.
Another of my issues with the book lies with the reasons behind the declining sales within Starbucks when the recession started. Howard claims that he noticed things were going downhill when wrote the infamous memo, but it wasn't until after the memo leaked that sales started to decline. My cynical take on the matter? Howard couldn't stand not being in charge (he alludes to that fact several times) and couldn't get along with a CEO who wasn't handpicked by him. You notice that he mentions firing the person who "leaked" the memo, but then has a kumbaya moment where he realized that that was no longer a priority. I think he leaked the memo on purpose to give himself an excuse to retake the reins.
In the end, is this an inspirational book, a book that can make you think anything is possible, that it's not over until the fat lady sings? Sure, if you've never held a job in the food service industry and seen what your superiors will do for a profit. All in all, this is a commercial. I laughed out loud when I read that Starbucks doesn't like to advertise. They do. They just like to do it in innovative ways. Not on your television, but at your local library.
As Schulz described the ideal new Starbucks store, I thought about my local, urban Starbucks -- the floor is dirty, it's incredibly noisy, you can't see the baristas at all behind the giant coffee machines, everyone is so busy it's hard to get their attention, and the places to order and to receive your drink seem backwards.