Called “partners” rather than employees, even part-time staff (in the U.S.) receive stock options and health insurance. Over many years, Starbucks has built a capability to foster a relationship-driven, employees-first approach, which encourages staff to form close bonds with each other. The feel of Starbucks stores isn’t created merely by the layout and the décor - it exists because the people behind the counter understand how their work fits into a common purpose, and recognize how to accomplish great things together without needing to follow a script. Starbucks’ culture is powerful because it is tightly linked to the company’s distinctive capabilities. But you don’t get that simply by telling your staff to be warm and friendly. Walk into a Starbucks anywhere in the world and you will find a consistently comfortable and welcoming ambiance. Take Starbucks: The cafe chain positions itself not just as a seller of coffee but as an experience provider, creating a “third place” for conviviality beyond home and the workplace. Or they attempt to improve the situation by launching a culture initiative to “make the workplace more positive.” What most executive teams typically fail to do is to connect the company’s culture with how the company makes its strategy work. Executives know that culture is important and that a negative culture can hurt company performance, but they often don’t know what to do about it. ![]() In most organizations, culture and strategy tend to be discussed in separate conversations.
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