Howard Schultz
Howard Schultz
Howard D. Schultzis an American businessman. He is best known as the chairman and CEO of Starbucks and a former owner of the Seattle SuperSonics. He was a member of the Board of Directors at Square, Inc. In 1998, Schultz co-founded Maveron, an investment group, with Dan Levitan. In 2012, Forbes magazine ranked Schultz as the 354th richest person in the United States, with a net worth of $1.5 billion...
NationalityAmerican
ProfessionEntrepreneur
Date of Birth19 July 1953
CityBrooklyn, NY
CountryUnited States of America
In many places where coffee is grown, deforestation is a major issue.
I'm not as interested in what you make as I am in what you're passionate about. What business are you really in?
People have come to me over the years and said to me: 'I admire the culture of Starbucks. Can you come give a speech and help us turn our culture around?' I wish it were that easy. Turning a culture around is very difficult to do because it's based on a series of many, many decisions, and the organization is framed by those decisions.
I tried to build a company my father would have been proud to work for, that he would have looked back on and said, 'That's the company that honoured me, even though I don't have an education'. I wanted to build a company that had a conscience.
As Americans, there are very few things we have confidence in.
I always saw myself wanting to do something deemed successful and good at the same time.
I despise research. I think it's a crutch.
People ask me what's the most important function when you're starting an organization or setting up the kind of culture and values that are going to endure. The discipline I believe so strongly in is H.R., and its the last discipline that gets funded.
For Starbucks, there will be no shortage of the highest-quality arabica beans. I suspect that for some others there could potentially be a problem, not in the near term, but over time.
Pouring espresso is an art, one that requires the barista to care about the quality of the beverage.
We live in an age where everything is based on the short term.
Turning a culture around is very difficult to do because it's based on a series of many, many decisions, and the organization is framed by those decisions.
I think my whole life, because of where I came from, I had a fear of failure.
We believe that we are still in the very early days of Starbucks growth cycle and that we can surpass 20,000 Starbucks stores worldwide,