When I thought about our thicket of challenges both known and unknown, the word that came to mind was familiar and apt: “Onward.” More than just a ra… - Howard Schultz

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When I thought about our thicket of challenges both known and unknown, the word that came to mind was familiar and apt: “Onward.” More than just a rallying cry or an attitude, “onward” seemed to connote the dual nature of how Starbucks had to do battle and do business in these increasingly complex, uncertain times.
“Onward” implied optimism with eyes wide open, a never-ending journey that honored the past while reinventing the future.
“Onward” meant fighting with not just heart and hope, but also intelligence and operational rigor, constantly striving to balance benevolence with accountability.
“Onward” was about forging ahead with steadfast belief in ourselves while putting customers’ needs first and respecting the power of competition.
Yes, everyone at Starbucks could indulge his or her passion — be it for coffee, the environment, marketing, or design — but only if we did not lose sight of the need for profits.
“Onward” was about getting dirty but coming out clean; balancing our responsibility to shareholders with social conscience; juggling research and finances with instinct and humanity.
And “onward” described the fragile act of balancing by which Starbucks would survive our crucible and thrive beyond it. With heads held high but feet firmly planted in reality. This was how we would win.
I knew this to be true.