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Perhaps the biggest challenge in running a successful business is success. By nature, most people live by the credo, "don't mess with a good thing," or as I always like to tell new parents, "Don't try to make a happy baby happier."
Unfortunately, what’s good in parenthood can bring big problems in business. What were the names of those downtown five-and-dimes? Woolworth? Kresge? Bet your kids never heard of them. In business, leadership means having the guts to take chances when things are going well.
On a recent visit to the Starbucks headquarters in Seattle, I was fascinated to learn about a new initiative from the company that made its considerable fortune in darker-roasted coffee. Early this year, Starbucks is planning to introduce what the company has titled a “Blonde” line of roasts, which is a line of considerably lighter blends than the company has previously produced.
Beyond the decision to part ways with tradition and to “mess with success,” what interests me are the challenges that a company the size of Starbucks needs to consider when developing a new blend. Some of these are issues that most roasters will never contend with, like considering how to develop a blend that is based on a consistent profile of green beans at a scale that exceeds the entire production of all roasts at most roasting companies. Or the need to ensure consistency over a multitude and variety of roasting machines scattered across the globe. Starbucks rightfully prides itself on the technologies that it has developed to produce this consistency and on the number of years that it took the roasting and green buying teams to develop the new blend.
Although I look forward to watching how this foray into lighter roasting evolves for Starbucks, I know that many of you are not thrilled with this development. Lighter roasts have certainly been a way to compete against the “Seattle-style” coffee chains in the past. However, there are still advantages that small and medium-sized roasters have against the 800-pound gorillas. Small-lot and unique coffees, roasts tailored to local preferences and the ability to quickly bring new ideas to market will always favor the smaller, more nimble roasters. But beware, Starbucks has some small, vintage lots as well.
This brings me back to the need to continuously evolve and how to avoid complacency that can set in based on current or past successes. Through frequent interactions with roasting company executives, through years of judging Roaster of the Year competitions and through participating in numerous expert round tables, I have seen a common thread in many flourishing businesses: great leaders surround themselves with people who are willing to challenge the status quo. As the famous chewing-gum tycoon William Wrigley Jr. once said, “When two men in a business always agree, one of them is unnecessary.”
Look around your business. Are you being challenged by your co-workers? Are you following through on your strategic plans? Are you taking chances? You can bet your competitors are, especially if they’re Starbucks.
Warmest Wishes,
Connie
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