When I returned as CEO in 2008, Starbucks had forgotten that meaningful innovations balance an organization's heritage with modern-day relevance and market differentiation, so we had to reorient. In one brainstorming session, we visited and observed great retailers, then asked ourselves, 'If Starbucks did not exist, what type of coffee experience would we create?

When it comes to Starbucks, I take every threat very personally.

Cutting prices or putting things on sale is not sustainable business strategy. The other side of it is that you can't cut enough costs to save your way to prosperity.

I think the currency of leadership is transparency. You've got to be truthful. I don't think you should be vulnerable every day, but there are moments where you've got to share your soul and conscience with people and show them who you are, and not be afraid of it.

When I returned as CEO in 2008, Starbucks had forgotten that meaningful innovations balance an organization's heritage with modern-day relevance and market differentiation, so we had to reorient. In one brainstorming session, we visited and observed great retailers, then asked ourselves, 'If Starbucks did not exist, what type of coffee experience would we create?

The future of America is not an entitlement. We have been given a treasure chest of gifts and opportunities, but some people are being left behind, and success is not sustainable unless it is shared.

I think growth covers up mistakes.