As Starbucks pushes to revive flagging sales, CEO Brian Niccol lays out a people-first playbook — with promises of cozier cafes, more local leadership, and a return to what made the brand iconic.
A Vegas-Sized Vision for a Coffee Comeback
At a high-energy leadership event in Las Vegas, Starbucks rallied more than 14,000 store managers behind a bold mission: take the company “back to Starbucks.” That phrase wasn’t just a slogan — it was the Wi-Fi password, a rallying cry in barista competitions, and the core theme of CEO Brian Niccol’s vision for revitalizing a brand that has lost some of its steam.
Niccol, who joined Starbucks in September, is on a mission to reverse slowing sales and reestablish the coffee giant’s place in both consumer habits and investor confidence. At the heart of that push is a culture reboot — one focused on listening to employees, reimagining café spaces, and promoting from within.
Cafés With Character: Reclaiming the “Third Place”
Once hailed as the go-to “third place” between home and work, Starbucks cafés have gradually lost that identity — thanks in part to app-driven ordering and pandemic-era layout changes. Notably, the company removed over 30,000 seats from its stores in recent years, a move that upset customers and employees alike.
That’s about to change. “We’re going to put those seats back in,” Niccol promised to a burst of applause, acknowledging frustrations from store managers — including his own local barista in Newport Beach, who had asked to keep her café’s seating intact.
A newly introduced roast — the “1971 Blend,” named after the company’s founding year — aims to evoke nostalgia and reconnect customers to the original Starbucks experience.
Empowering Leaders on the Ground
Beyond customer experience, Starbucks is aiming to reengage its own workforce. The company has faced mounting criticism over labor practices, scheduling inconsistencies, and burnout — all of which have fueled a widespread union movement across the U.S.
Niccol’s answer? Put power back in the hands of store managers.
The company is now piloting new drink concepts, like a protein-packed cold foam, in just five locations first — relying on barista feedback before national rollouts. Staffing models are shifting, too. Managers will soon have more say in how many baristas their stores need. And by next year, most North American stores will add a full-time assistant manager to reduce the burden on store leaders.
Chief Partner Officer Sara Kelly received a standing ovation when she addressed the workload issue directly: “It can feel like the weight of everything is on your shoulders,” she told the crowd, pledging structural support and recognition for their day-to-day challenges.
Building a Pipeline for Talent — From Within
Starbucks also plans to double down on internal promotions as it targets the opening of 10,000 new U.S. stores. Today, roughly 60% of store managers come from within the company. Starbucks is aiming to raise that to 90% for its next generation of retail leaders.
That means more district managers, regional directors, and VPs — and more pathways for current partners to move up the ranks.
It’s not just about morale; it’s also smart business. Empowered leaders, Starbucks believes, will drive better customer experiences and higher operational performance.
A New Chapter — With Schultz’s Blessing
While Niccol is steering a new course, he’s doing so with an eye on the company’s past — and a nod from its most influential figure.
Howard Schultz, the iconic former CEO and architect of Starbucks’ global rise, made a surprise appearance at the Vegas event. Though no longer actively involved, his presence — and his emotional endorsement of Niccol’s “back to Starbucks” plan — was a symbolic passing of the torch.
“When I first heard about it,” Schultz told the crowd, “I did a cartwheel in my living room.”
The Leadership Experience also paid tribute to former Chairwoman Mellody Hobson, who stepped down earlier this year after nearly two decades of leadership. She received back-to-back standing ovations, reflecting the respect and admiration store managers have for her contributions.
What’s Next for Starbucks
Under Niccol, Starbucks has already seen a modest stock rebound, up nearly 20% since April. But the road ahead is long — and competitive. Fixing app issues, restoring the café experience, easing internal tension, and fending off union headwinds will take more than inspirational speeches.
Still, the tone from Las Vegas was clear: Starbucks isn’t just tweaking a business plan. It’s reviving a culture.
“Be true to the coffee, be true to your partners,” Schultz told the crowd. “And I know we’re going to come out of here… like a tidal wave and surprise and delight the world — just as we did in 1987.”
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