Starbucks Transformation Agenda: An Audit of Key Insights A successful implementation of planned change proceeds best from a combination of clear objectives with an in-depth understanding of the factors involved in the process of change. However, as Campbell and Alexander (1997) warn, “Defining purpose, discovering insights, and combining the two into a strategy is not easy” (“Purpose and Insights,” para. 11). To gain a deeper appreciation of the challenge of driving change, this paper examines key insights gleaned from an analysis of Starbucks' approach to change before and during the implementation of six change initiatives that drove the transformation agenda of the company for strategic renewal. which long hovered over Starbucks' illustrious history of record growth and dramatically declining profits in late 2006 (Koehn, Besharov, & Miller, 2008). Over time, a combination of worsening economic conditions and the accumulation of self-inflicted wounds from poor decision making and ineffective leadership has put the company's future in jeopardy (Schultz, 2011). By the end of 2007, the precipitous deterioration in year-over-year growth and comparative store sales had convinced Howard Schultz to return as CEO. Shortly thereafter, Schultz launched a comprehensive transformation agenda to drive the company's strategic renewal (Schultz, 2011). Historical Insights: Starbucks' Experience with Change Starbucks' original business model evolved from Schultz's passionate desire to recreate the personally rewarding and uniquely warm environment of "social." community” that he experienced when visiting a local Italian bar when he was a young businessman (Schultz, 2011). Propel...... middle of paper ......ander, M. (1997). What's wrong with the strategy? Harvard Business Review. Retrieved from http://hbr.harvardbusiness.org/1997/11/whats-wrong-with-strategy/ar/1Koehn, N., Besharov, M., & Miller, K. (2008). Starbucks Coffee Company in the 21st century. Boston, MA: Harvard Business School Publications. Retrieved from http://custom.hbsp.com/b02/en/implicit/viewFileNavBeanImplicit.jhtml?_requestid=36673Schein, E. (2004). Organizational culture and leadership (3rd ed.). San Francisco: Jossey-Bass.Schultz, H. (2011). Next: How Starbucks fought for its life without losing its soul. New York: Rodale.SEC Documents (8-K). (2012, January 26). Retrieved from http://investor.starbucks.com/phoenix.zhtml?c=99518&p=irol-secZegler, J. (2010, June). New initiatives expand Starbuck's reach. Beverage Industry 101(18), 62. Retrieved on 25 January 2012 from ABI/INFORM Trade & Industry.