What is *Onward: How Starbucks Fought for Its Life without Losing Its Soul* about?

*Onward* chronicles Howard Schultz’s 2008 return as Starbucks CEO to revitalize the company during the financial crisis. It details his efforts to balance profitability with core values like employee welfare, customer experience, and sustainability, offering leadership lessons on resilience, innovation, and ethical decision-making. The book emphasizes preserving a brand’s soul during turbulent times through strategic store closures, menu streamlining, and reconnecting with communities.

Who should read *Onward* by Howard Schultz?

Aspiring entrepreneurs, business leaders, and corporate strategy enthusiasts will find *Onward* invaluable for its insights into crisis management and values-driven leadership. Coffee industry professionals and Starbucks loyalists also gain behind-the-scenes perspectives on rebuilding a global brand. Schultz’s narrative appeals to anyone interested in balancing growth with social responsibility.

Is *Onward* worth reading?

Yes—*Onward* combines a gripping corporate comeback story with actionable leadership principles. Schultz’s transparency about setbacks, like store closures and innovation missteps, paired with successes like preserving employee healthcare during layoffs, makes it a compelling case study in ethical business practices. Its focus on long-term sustainability over short-term gains remains relevant for modern leaders.

What leadership lessons does Howard Schultz share in *Onward*?

Schultz prioritizes “winning the right way,” emphasizing empathy, transparency, and employee empowerment. Key lessons include making tough decisions without compromising values (e.g., closing 900 stores but retaining health benefits), fostering innovation through grassroots feedback, and viewing crises as opportunities to strengthen brand identity.

How did Starbucks maintain employee engagement during its turnaround?

Despite financial strain, Schultz refused to cut healthcare for part-time workers, arguing that engaged employees drive customer loyalty. He also relaunched barista training programs and encouraged staff to share ideas for improving customer experiences, reinforcing Starbucks’ culture of mutual respect.

What critiques exist about *Onward*?

Some critics argue Schultz’s narrative downplays shareholder pressures and oversimplifies systemic challenges. Others note a lack of concrete metrics for measuring “soul” alongside financial success. However, most praise its candid reflection on balancing idealism with pragmatic leadership.

How does *Onward* compare to other corporate turnaround books?

Unlike purely analytical business books, *Onward* blends memoir with actionable philosophy, akin to *Shoe Dog* by Phil Knight. It focuses more on ethical leadership than operational tactics, distinguishing it from titles like *Good to Great*. Schultz’s emphasis on employee welfare also contrasts with profit-centric turnaround narratives.

What quotes from *Onward* define its message?

* **“Success is not sustainable if it’s defined by profit alone”** underscores Schultz’s belief in purpose-driven growth. * **“The hardest part of leadership is letting go of what made you successful in the past”** highlights adaptability in crisis.

온워드

스타벅스가 본연의 가치를 잃지 않고 위기를 극복해낸 방법

하워드 슐츠

3.86(30316 Reviews)

온워드 개요

스타벅스가 붕괴 위기에 처했을 때, 하워드 슐츠는 회사의 영혼을 희생하지 않고 기업을 구하기 위해 CEO로 복귀했습니다. 금융 위기 속에서도 파트타임 직원들을 위한 건강보험 혜택을 유지하기로 한 그의 파격적인 결정은 전 세계 기업의 사회적 책임 기준을 변화시킨 "신뢰의 저수지"를 만들어냈습니다.

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한 권의 책, 다양한 듣기 방식.

온워드의 같은 아이디어를 담았습니다. 나에게 맞는 목소리, 깊이, 속도를 고르고 언제든 바꿔 보세요.

1장

When Coffee Became More Than Just a Cup

Howard Schultz's memoir "Onward" isn't just another corporate success story. It's a deeply personal account of how a Brooklyn-born entrepreneur transformed a struggling coffee company into a global cultural phenomenon, then returned years later to save it from itself. The book has become required reading in business schools worldwide, with Warren Buffett calling it "a master class in leadership during crisis." Even Oprah Winfrey named it one of her favorite business books, praising how Schultz balanced profit with social conscience. What makes this story particularly compelling is that it unfolds during the 2008 financial crisis-perhaps the most challenging economic environment since the Great Depression-making Starbucks' turnaround all the more remarkable.

2장

The Fall Before the Rise

In February 2007, Howard Schultz sat alone at his kitchen table, penning what would become an infamous memo to Starbucks' senior leadership. Despite the company's explosive growth to over 13,000 stores across 39 countries and annual revenues exceeding $9.4 billion, something essential had been lost. The company that had revolutionized how Americans consumed coffee - transforming it from a simple morning beverage into a cultural phenomenon - was losing its soul. "Over the past ten years," Schultz wrote, "we have had to make a series of decisions that, in retrospect, have led to the watering down of the Starbucks experience." The memo detailed specific compromises that haunted him. Automatic espresso machines had replaced the manual craftsmanship of baristas, reducing the art of coffee-making to the push of a button. The rich aroma of coffee - once a signature sensory experience that drew customers through the door - had disappeared as beans were pre-ground and sealed in flavor-locked packaging. Cookie-cutter store designs had replaced the warm, neighborhood feel of the original locations, with stores becoming increasingly sterile and corporate. When this confidential memo leaked online through tech blog Starbucks Gossip, it confirmed what many customers already suspected-Starbucks had sacrificed quality and experience in pursuit of rapid expansion. The company that had introduced millions to premium coffee was now being mocked as "Four Bucks" by competitors, while local coffee shops branded themselves as authentic alternatives. McDonald's was aggressively entering the specialty coffee market with its McCafe concept, offering similar drinks at lower prices. Meanwhile, the economic storm clouds of 2007 were gathering. By December, Starbucks' stock had plummeted 42%, with same-store sales showing their first-ever decline. Customer traffic dropped by 3%, a shocking reversal for a company that had consistently delivered 5% or higher growth. For Schultz, who had stepped away from day-to-day operations in 2000 to serve as chairman, the situation was untenable. The company he'd built from a small Seattle coffee roaster into a global brand was faltering, and he felt personally responsible. In January 2008, he made the difficult decision to return as CEO, replacing Jim Donald. "This is not about a change in management or leadership style," Schultz announced to a packed room of employees and investors. "This is about the love of the company and the fact that we all must acknowledge that we are responsible for the current situation." The challenge ahead was monumental: restore Starbucks' coffee authority by retraining 135,000 baristas in espresso craftsmanship, reignite emotional connections with customers through store redesigns and improved service, transform the business model to address mounting competition, and accomplish all this while navigating the worst economic crisis since the Great Depression. Schultz would need to balance the efficiency demands of a global corporation with the soul of a neighborhood coffee shop - a challenge that would test every lesson he'd learned in his three decades building the company.

들리는 모든 단어를 눈으로 확인하세요

온워드의 각 단어가 오디오에 맞춰 실시간으로 강조되어 편하게 따라 읽을 수 있습니다.

3장

Reclaiming Coffee's Soul

"When you're surrounded by your product every day, it's easy to lose sight of how special it really is," Schultz observed during his first week back as CEO. Coffee's journey from soil to cup is remarkable-each coffee cherry contains two beans whose flavor varies based on growing conditions. The best arabica beans grow under stress at high altitudes, with only 3% meeting Starbucks' standards. Schultz's first bold move shocked the industry. On February 26, 2008, he closed all 7,100 U.S. Starbucks stores for three hours to retrain 135,000 baristas in proper espresso preparation. The unprecedented closure cost millions in lost revenue and invited public ridicule-Stephen Colbert mockingly showered himself with coffee and cinnamon on his show, acting out withdrawal symptoms. "The perfect espresso should pour like honey from a spoon," Schultz explained, "not rush like water from a faucet." Baristas had developed bad habits-rushing shots and resteaming milk-compromising the very product that defined the company. This $6 million investment wasn't just about technique; it was a symbolic stake in the ground showing that passion for quality trumped efficiency. While critics claimed Starbucks had permanently damaged its brand by admitting weakness, Schultz remained confident. "If we don't have the courage to look at ourselves critically, we'll fail," he told his leadership team. The retraining was just the beginning. Schultz eliminated pre-ground coffee, bringing back the rich aroma that had once defined Starbucks stores. He launched Pike Place Roast, a smooth, approachable everyday coffee that would be freshly brewed throughout the day. Most dramatically, he discontinued breakfast sandwiches despite their popularity, believing their pungent smell overwhelmed coffee's aroma. Perhaps his most significant coffee innovation was acquiring the Clover brewing system-a reverse French press that created an exceptional cup of coffee with theatrical flair. When Schultz first discovered one in a New York cafe, he was stunned by its quality. Within weeks, Starbucks acquired the company that made them, signaling a return to coffee innovation. The message was clear: Starbucks was reclaiming its identity as the undisputed coffee authority, even if it meant making difficult short-term sacrifices.

4장

The Third Place: Creating Community in Crisis

Schultz's vision for Starbucks had always extended beyond selling coffee. Inspired by Italian coffee bars he'd visited in 1983, he sought to create what sociologists call a "third place"-a social yet personal space between home and work where people connect with others and themselves. This concept, first introduced by sociologist Ray Oldenburg, emphasizes spaces that foster informal public life and community building. "Before the late 1980s, Americans mostly drank canned coffee for caffeine, not flavor," Schultz explained. "We transformed coffee from commodity to experience." This affordable luxury satisfied a universal hunger for community and human connection. Starbucks stores were deliberately designed with this philosophy in mind - comfortable seating arrangements, warm lighting, and acoustic-friendly spaces that encouraged both conversation and contemplation. As the 2008 financial crisis deepened, this vision faced its greatest test. With unemployment rising and consumer spending plummeting, would customers still value the Starbucks Experience? The average ticket price of $4.50 for a coffee drink seemed increasingly luxurious in an economy where many were losing their jobs and homes. The answer came unexpectedly when Starbucks announced the closure of 600 underperforming stores. Communities nationwide responded with unprecedented "Save Our Starbucks" campaigns. Letters, emails, and petitions flooded in from customers pleading to keep their local stores open. "You never know how important a place is until you are about to lose it," wrote one Minnesota woman. Even The Wall Street Journal compared the closures to neighborhood churches shutting down, noting that Starbucks stores functioned as "secular chapels" where ritual and community thrived. In Seattle, one neighborhood organized a sit-in to protect their local store, while a Florida community gathered 6,000 signatures to save theirs. This outpouring confirmed that Starbucks meant far more to communities than just coffee. It validated Schultz's core belief that creating human connection was the company's true purpose. Store managers reported regular customers who visited daily, not just for coffee, but for the familiar faces and conversations that had become part of their daily routine. To strengthen this connection, Schultz launched MyStarbucksIdea.com, an online platform where customers could suggest improvements. Within 24 hours, it collected 7,000 ideas. The company implemented over 100 customer suggestions, from splash sticks that prevent spills to a more rewarding loyalty program. This innovative approach to customer engagement became a case study in corporate responsiveness and community building. Schultz also recognized that Starbucks needed to embrace digital innovation to maintain relevance. The company built a robust social media presence, gathering 27 million Facebook fans and over a million Twitter followers. Rather than bombarding followers with promotions, Starbucks engaged in meaningful conversations that built trust and ultimately drove sales. They shared customer stories, responded to feedback in real-time, and created viral campaigns like the "Red Cup" holiday tradition. By balancing physical "third place" experiences with digital engagement, Starbucks was reimagining community for the 21st century. The company introduced mobile ordering, store-specific Facebook pages, and community event boards, while maintaining the warmth and personality of their physical spaces. This hybrid approach to community building helped Starbucks weather the economic storm and emerge stronger, proving that even in crisis, people valued connection as much as coffee.

온워드에서 더 많은 것을 얻으세요

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5장

Values as Competitive Advantage

When Schultz first built Starbucks, he was determined to create the kind of company his father never had the chance to work for. Fred Schultz, an uneducated war veteran, had worked a series of blue-collar jobs without health insurance or job security. After falling on ice while delivering diapers, he was simply dismissed without compensation or severance. This experience drove Schultz to establish unprecedented benefits for Starbucks partners (employees), including health insurance and stock options even for part-time workers. As the financial crisis deepened in 2008, these values were severely tested. Wall Street analysts pressured Schultz to cut these "extravagant" benefits to improve the bottom line. Others suggested reducing coffee quality by just 5% to save millions, or franchising stores for quick cash. Schultz refused, believing these short-term fixes would destroy the company's long-term value. "Every brand has inherent nuances that, if compromised, will erode its equity regardless of short-term returns," he explained. "We had to stay true to our values." Instead of abandoning these principles, Schultz doubled down on them. In the midst of the worst financial quarter in company history, he committed $30 million to hold an unprecedented leadership conference in New Orleans-a city still recovering from Hurricane Katrina. Nearly 10,000 store managers gathered for four days of training, community service, and inspiration. Partners contributed 50,000 volunteer hours across the city, planting trees, building playgrounds, and repairing homes damaged by the hurricane. The emotional connection formed through these activities reinforced what it meant to work for Starbucks. Schultz also expanded the company's commitment to ethically sourced coffee, becoming the world's largest buyer of Fairtrade coffee and creating farmer support centers in coffee-growing regions. During a visit to Rwanda, when a female farmer expressed her modest dream of owning a cow to provide milk for her family, Schultz established a partnership with Heifer International to help make it happen. These values-driven decisions weren't just morally right-they proved to be good business. Partners who felt proud of their company delivered better customer experiences. Customers who aligned with Starbucks' values became more loyal. Even during the darkest financial days, Schultz refused to sacrifice the company's soul for short-term profit.

6장

Innovation Beyond the Cup

"For over a decade, I kept a bottle of failed Mazagran coffee drink on my desk as a reminder to celebrate, learn from, and not hide from mistakes," Schultz revealed. This carbonated coffee beverage, developed with PepsiCo in the late 1990s, represented his first attempt to extend Starbucks beyond stores. Though it failed commercially, it led to Frappuccino, which became a $2 billion business. After years of diminished risk-taking, Schultz was determined to rekindle Starbucks' innovative spirit. He recognized that the company could no longer rely solely on building more stores for growth-it needed to create new revenue streams and customer experiences. The most ambitious innovation was VIA Ready Brew-instant coffee that tasted remarkably like freshly brewed Starbucks. The project had begun nearly 20 years earlier when cell biologist Don Valencia, frustrated with poor-quality instant coffee during hiking trips, applied his laboratory expertise to coffee. Using a freeze-drying technique similar to one he'd developed for blood testing, Valencia created a concentrated coffee that preserved the complex flavors usually lost in instant products. When Schultz announced VIA in February 2009, skeptics were brutal. "Is Howard Schultz panicking?" asked the Motley Fool, while others accused Starbucks of "trading down." But at the press conference, journalists couldn't distinguish VIA from freshly brewed coffee in blind taste tests. The product exceeded all expectations, reaching $100 million in U.S. sales in just 10 months. Beyond products, Starbucks innovated in store design, creating experimental "stealth" locations without Starbucks branding. These mercantile stores-15th Ave. Coffee and Tea and Roy Street Coffee and Tea-functioned as learning environments where the company could experiment outside traditional rules. They featured local suppliers, whole-leaf teas, unique preparation methods, and hosted coffee cuppings, poetry readings, and movie nights. Starbucks also reimagined its digital presence, creating what Schultz called a "fourth place" that extended the in-store experience online. The Starbucks Digital Network offered customers exclusive free content from news organizations, publishers, and music companies while in stores. Perhaps most significantly, Starbucks embraced "Lean" management techniques that empowered store partners to solve problems themselves rather than waiting for corporate solutions. When partners in Portland discovered they disappointed customers up to 30 times daily with coffee shortages, they implemented the "Eight-Minute Cadence" brewing system to ensure fresh coffee was always available. These innovations weren't just about new products-they represented a fundamental shift in how Starbucks approached its business, balancing heritage with relevance for a new era.

들리는 모든 단어를 눈으로 확인하세요

온워드의 각 단어가 오디오에 맞춰 실시간으로 강조되어 편하게 따라 읽을 수 있습니다.

7장

The Transformation Takes Hold

By summer 2009, Starbucks' transformation efforts were yielding remarkable results that exceeded even the most optimistic projections. The third quarter fiscal 2009 results dramatically defied market expectations, showing $152 million in profits compared to a $7 million loss the previous year. While overall sales were still down year-over-year, comparable store sales declines had been steadily improving since December 2008's negative 11% low, with each month showing incremental progress in customer traffic and average ticket size. Wall Street responded with unprecedented enthusiasm, driving the share price up 17% in a single week. The market's confidence reflected a growing belief that Starbucks' recovery was sustainable rather than temporary. To acknowledge and reward partners' sacrifices during the difficult period, Schultz made two significant moves: reinstating the previously discretionary 401(k) match program and implementing merit-based salary increases across all levels of the organization. The positive momentum accelerated into fiscal 2010, with Starbucks achieving record-breaking revenues of $10.7 billion and operating income of $1.4 billion. The company's stock, which had plummeted to a crisis low of $7.17, soared above $30-representing a staggering 400% increase in just two years. This growth outpaced both the broader market and industry peers by a significant margin. This remarkable turnaround wasn't achieved through any single initiative but resulted from a comprehensive transformation across all aspects of the business. The originally promised $400 million cost reduction target for fiscal 2009 was substantially exceeded, reaching $580 million through initiatives ranging from supply chain optimization to labor scheduling improvements. Crucially, these cuts became permanent structural improvements rather than temporary measures. The supply chain transformation was particularly impressive-progressing from only 30% perfect store orders in 2008 to 90% by 2010, with cumulative savings reaching $400 million through reduced waste, improved inventory management, and streamlined distribution networks. Store operations underwent a dramatic evolution through the implementation of Lean techniques. These changes resulted in 20% faster service times and significantly smoother operations while paradoxically giving partners more quality time to connect with customers. New store designs became showcases of environmental consciousness, incorporating sustainable materials, energy-efficient systems, and local craftsmanship, creating spaces that felt both globally familiar and locally distinctive. Most importantly, Starbucks had successfully reclaimed its position as the world's coffee authority. Pike Place Roast, introduced during the transformation, had served its billionth cup since launch, becoming a new cornerstone of the brand. The Mastrena espresso machine, now installed in 70% of US company-owned stores, gave baristas unprecedented control over drink quality while allowing them to maintain eye contact and conversation with customers. The Clover brewing system, despite its premium positioning, had become one of the top five best-selling beverage platforms wherever it was available, demonstrating customers' willingness to pay for superior quality. When Schultz presented these comprehensive results to Wall Street analysts in December 2010, they described the performance as "nothing short of remarkable" and "the most significant business turnaround we have witnessed." The transformation had not only saved Starbucks but positioned it for sustained growth in the decades ahead.

8장

Balancing Profit with Purpose

As Starbucks emerged from its crisis stronger than before, Schultz reflected on the lessons learned during the transformation. "Leadership is about instilling confidence in others," he observed. "The transformation period taught me crucial principles: grow with discipline, balance intuition with rigor, innovate around the core, find new ways to see, listen with empathy, overcommunicate with transparency, make tough choices, be decisive in crisis, and be nimble." Perhaps most significantly, Schultz recognized that Starbucks' success came from balancing profit with purpose. The company that had nearly lost its way by focusing too narrowly on growth had rediscovered its soul by recommitting to its founding values. This balance was exemplified in Starbucks' approach to international expansion, particularly in China. Rather than imposing American coffee culture, the company adapted to local tastes while maintaining its core values. Chinese partners developed innovative beverages like Black Sesame Green Tea Frappuccino that incorporated local flavors while still delivering the Starbucks Experience. The company's commitment to ethical sourcing also deepened, with 81% of coffee being C.A.F.E. Practices-verified by 2009. Starbucks established farmer support centers in coffee-growing regions, helping farmers increase yields while reducing costs. In some cases, farmers reduced fertilizer costs by 80% while increasing yields by 30%. Environmental sustainability became a core focus, with new stores pursuing LEED certification, implementing high-efficiency lighting, reducing water consumption, and purchasing renewable energy certificates. The company also found ways to recycle used paper cups, moving toward its 2015 goal of 100% reusable or recyclable cups. For Schultz, these values weren't just nice-to-have additions to the business-they were essential to its identity and success. "Starbucks exists to exceed expectations," he explained, "which means admitting when we fall short." This willingness to acknowledge imperfection while striving for something greater defined Schultz's leadership during the transformation. It also positioned Starbucks for sustainable growth in the decades ahead-not just as a coffee company, but as a values-driven global enterprise that balances profit with social conscience. "Onward" isn't just the title of Schultz's book or his signature sign-off on company memos. It embodies an approach to business that looks forward with optimism while staying true to founding principles-fighting with heart and operational rigor, balancing benevolence with accountability, and maintaining passion while never losing sight of profits. This fragile balancing act is how Starbucks survived its crucible and continues to thrive today.

온워드에서 더 많은 것을 얻으세요

매일 새로운 인사이트를 10만 개 이상의 레슨에서 만나보세요
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9장

A Legacy of Leadership and Love

At its heart, "Onward" is a love story-the tale of an entrepreneur's passionate connection to the company he built. This emotional bond made the pain of Starbucks' struggles personal for Schultz, but it also fueled his determination to save it. The depth of this connection was evident in the way Schultz would spend hours in stores, talking to baristas and customers, seeking to understand every aspect of the business from the ground up. "Entrepreneurship demands a love so profound that sacrifice and pain become worthwhile," Schultz reflected. "This emotional connection to our companies makes them intensely personal-they become our families, our lives." This philosophy manifested in countless ways, from Schultz's practice of writing personal notes to partners (employees) celebrating their work anniversaries to his insistence on maintaining health insurance for part-time workers even during the financial crisis. This perspective helps explain why Schultz took Starbucks' decline so personally and why he was willing to make difficult, sometimes unpopular decisions to restore its health. When he closed 600 stores and eliminated 12,000 positions-approximately 7% of the global workforce-he personally reviewed every name on the layoff lists, refusing to let numbers replace human beings. He insisted on providing extended healthcare coverage and transition support for affected employees, demonstrating that difficult business decisions could be executed with compassion. The transformation Schultz led wasn't just about improving financial metrics-it was about reconnecting the company with its reason for existence. By returning to core values while embracing innovation, Starbucks found a path forward that honored its heritage while securing its future. This included reimagining store designs to reflect local communities, investing in sustainable farming practices, and developing new products that maintained quality while meeting changing consumer preferences. Today, Starbucks serves as a case study in corporate resilience and values-driven leadership. The company that nearly lost its way by pursuing growth at all costs discovered that its true strength lay in the connections it created-between farmers and customers, partners and communities, tradition and innovation. This was exemplified in initiatives like the College Achievement Plan, which helps partners earn college degrees, and the commitment to hiring veterans and refugees. As Schultz wrote in his final memo to partners before stepping down as CEO: "I set out to build a company that my father never had a chance to work for. Together we've done that, and so much more, by balancing profitability and social conscience, compassion and rigor, and love and responsibility." This vision was shaped by his childhood experiences watching his father struggle without basic benefits or job security. This balance-maintaining profitability while nurturing the human spirit-remains Starbucks' greatest achievement and Howard Schultz's enduring legacy. In a business world often focused on quarterly results and shareholder returns, "Onward" reminds us that the most successful companies are built on something deeper: authentic values, meaningful connections, and a genuine love for what they do. The company's continued success after Schultz's departure proves that when these values are deeply embedded in an organization's culture, they can survive and thrive beyond any single leader's tenure.

★★★★★

온워드 완독을 축하합니다

100만 명 이상의 학습자가 사랑합니다

“23일째 매일 사용하고 있어요. 이제 제 일상의 한 부분이 되었습니다.”

jayallen

온워드의 핵심 주제

corporate turnaround strategy
brand identity crisis
customer experience design
ethical sourcing standards
crisis management leadership

온워드의 명언

We are not in the coffee business serving people, but in the people business serving coffee.
We believed that Starbucks could and should stand for something other than just great coffee.
Starbucks had sacrificed quality and experience in pursuit of rapid expansion.
If we don't have the courage to look at ourselves critically, we'll fail.
We transformed coffee from commodity to experience.

온워드의 등장인물

Howard SchultzStarbucks CEO who returned to lead the turnaround
Jim DonaldFormer CEO replaced by Schultz in 2008

저자 소개

베스트셀러 *온워드(Onward)*의 저자이자 혁신적인 비즈니스 리더인 하워드 슐츠(Howard D. Schultz)는 스타벅스를 글로벌 커피 제국으로 재탄생시킨 인물로 유명합니다. 1953년 브루클린에서 태어난 슐츠는 노동자 계층의 가정 환경을 딛고 CEO가 되기까지의 여정을 통해 회복탄력성과 윤리적 리더십에 대한 그의 신념을 보여주었습니다.

이러한 주제들은 그의 회고록 온워드의 핵심입니다. 이 책은 그가 2008년 스타벅스로 복귀하여 금융 위기 속에서 극적인 턴어라운드를 이끌었던 과정을 기록하고 있습니다. 세 차례 스타벅스 CEO를 역임한 슐츠는 프리미엄 커피 경험과 공동체 형성을 결합한 '제3의 공간' 개념을 개척했습니다.

*스타벅스, 커피 한 잔에 담긴 성공 신화(Pour Your Heart Into It)*와 *그라운드 업(From the Ground Up)*을 포함한 그의 다른 저서들은 기업가 정신과 사회적 책임을 탐구합니다. 비즈니스 외에도 슐츠는 슐츠 가족 재단(Schultz Family Foundation)을 통해 참전 용사 지원과 청년 기회 창출에 앞장서고 있습니다.

그의 리더십 아래 스타벅스는 11개 매장에서 전 세계 30,000개 이상의 매장으로 성장했으며, 2008년 이후 주가는 16배나 급등했습니다. 온워드는 기업 혁신의 지침서로 찬사를 받아왔으며, 현대 비즈니스 분야에서 선구자로서 슐츠의 유산을 공고히 했습니다.

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This plan is essential for leaders navigating the aftermath of layoffs or structural upheaval. It provides a roadmap for managers who need to heal their teams while maintaining operational momentum during high-stress transitions.

1 h 36 m•4 섹션

학습 계획

The Ethical Soul of Innovation

In an era of rapid technological disruption, aligning innovation with human values is a business imperative. This plan is designed for leaders and developers who want to integrate ethical governance and humane AI practices into their organizational DNA.

1 h 30 m•3 섹션

학습 계획

Entrepreneurship

This comprehensive guide is designed for aspiring founders and leaders looking to transition from initial idea to a scalable enterprise. It provides the essential roadmap for navigating the high-stakes journey of building, funding, and leading a modern business.

5 h 18 m•4 섹션

학습 계획

The Systems Thinking Advantage for Founders

In the volatile world of startups, founders often fall into the trap of reactive management. This learning plan is essential for entrepreneurs who want to move beyond chaos by mastering the structural dynamics of their business. It is ideal for early-stage leaders aiming to build scalable, stable organizations through first-principles design.

1 h 30 m•3 섹션

학습 계획

The Conqueror’s Code: Strategic Leadership

In an era of constant disruption, traditional management is no longer enough to sustain growth. This plan is designed for aspiring executives and entrepreneurs who need to blend bold vision with tactical agility and robust governance to build lasting organizations.

1 h 30 m•3 섹션

학습 계획

The Laws of Corporate Survival

In high-stakes corporate environments, technical skill alone is rarely enough to ensure longevity. This plan is designed for ambitious professionals who need to master soft power, protective maneuvers, and assertive communication to thrive amidst organizational complexity.

1 h 30 m•3 섹션

샌프란시스코에서 컬럼비아 대학교 동문들이 만들었습니다

LOVED BY

1,000,000+ curious minds.

4.7

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1M+ learners

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

웹에서 BeFreed가 어떻게 논의되고 있는지 더 보기

샌프란시스코에서 컬럼비아 대학교 동문들이 만들었습니다

LOVED BY

1,000,000+ curious minds.

4.7

avg rating

1M+ learners

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

웹에서 BeFreed가 어떻게 논의되고 있는지 더 보기

지금 바로 학습 여정을 시작하세요

4장

온워드

개요온워드 개요

한 권의 책, 다양한 듣기 방식.

When Coffee Became More Than Just a Cup

The Fall Before the Rise

들리는 모든 단어를 눈으로 확인하세요

Reclaiming Coffee's Soul

The Third Place: Creating Community in Crisis

온워드에서 더 많은 것을 얻으세요

Values as Competitive Advantage

Innovation Beyond the Cup

들리는 모든 단어를 눈으로 확인하세요

The Transformation Takes Hold

Balancing Profit with Purpose

온워드에서 더 많은 것을 얻으세요

A Legacy of Leadership and Love

온워드 완독을 축하합니다

온워드의 핵심 주제

온워드의 명언

온워드의 등장인물

저자 소개

온워드 요약 다운로드

다른 사용자들도 좋아한 책

이 책에 대한 FAQ

What is Onward: How Starbucks Fought for Its Life without Losing Its Soul about?

Who should read Onward by Howard Schultz?

Is Onward worth reading?

What leadership lessons does Howard Schultz share in Onward?

더 알아보기

1,000,000+ curious minds.

1,000,000+ curious minds.

한 권의 책, 다양한 듣기 방식.

When Coffee Became More Than Just a Cup

The Fall Before the Rise

들리는 모든 단어를 눈으로 확인하세요

Reclaiming Coffee's Soul

The Third Place: Creating Community in Crisis

온워드에서 더 많은 것을 얻으세요

Values as Competitive Advantage

Innovation Beyond the Cup

들리는 모든 단어를 눈으로 확인하세요

The Transformation Takes Hold

Balancing Profit with Purpose

온워드에서 더 많은 것을 얻으세요

A Legacy of Leadership and Love

온워드 완독을 축하합니다

다른 사용자들도 좋아한 책

더 알아보기

온워드 개요