CHAPTER 5
Almost Thriving, but Not Quite
When Howard Schultz purchased Starbucks in 1987, the world didn’t know what was coming. Howard saw an opportunity to “bring the Italian coffeehouse tradition to America” by creating a third place between work and home, where a customer could experience human connection and community while enjoying a level of quality in coffee that wasn’t being offered elsewhere. Schultz’s intuition was right and Starbucks took off.
The company quickly developed into a standout example of Thriving in action. Informed by its powerful founding purpose, Starbucks led the way with innovative thinking in everything from how coffee was sourced from around the world, to the layout and feel of its stores, to how it treated its ...
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