【CEO对话】星巴克CEO纳思瀚：在中国，每9小时就新开一家店

星巴克咖啡一直得到城市中产的喜爱。星巴克进入中国已经24年，未来几年，这家咖啡连锁店仍将继续扩展在中国的业务。今年3月，星巴克迎来了新任CEO，他会如何领导这家知名的跨国公司？

2023年10月12日，在广州举办的《财富》世界500强峰会上，财富CEO穆瑞澜和星巴克CEO纳思瀚围绕“跨国公司的领导力”这一话题展开了对话。

2023年10月12日，广州。《财富》世界500强峰会现场。

以下为编辑后的对话实录：CXO UNION-CXO联盟（cxounion.cn）

财富CEO穆瑞澜：你担任星巴克CEO已经6个月了。在上任前，你进行了6个月的沉浸式培训，请告诉我们这意味着什么、感觉如何、为什么这样做。

星巴克CEO纳思瀚：我的想法是真正让自己沉浸在业务中，了解这家公司的文化，并从合作伙伴的角度来理解它。我会在星巴克门店里度过一段时光，学习如何做一名专业的咖啡师。我在美国各地的门店工作过，在欧洲、墨西哥、中国和日本的门店也工作过。这些经历让我从员工的视角出发，了解公司的伙伴文化。

财富CEO穆瑞澜：很多人会说这很疯狂，对吧？你没有在某个地方研究书籍或查看财务状况，而是在门店里工作。这是一种不同的领导力培养方法，能否解释这样做的原因？

星巴克CEO纳思瀚：感受品牌的最佳方式就是与伙伴在一起。人们可能会说你是CEO，为什么要深入一线？有人甚至问过我，为什么培训时间长达6个月？我说这是一个非常西式的提问，如果你来自东方，会问为什么只有6个月？所以我从这段经历中学到了很多。CXO UNION-CXO联盟（cxounion.cn）

我意识到，孤独危机是存在的。人与人之间需要一种连接。我见过很多顾客进店，有些人可能没有和很多人说过话，但他们需要这种连接。我曾经在一家医院的门店里工作，那时我的母亲生病住院几周。在这里，我看到父母为新生儿的降生感到兴奋，看到走进门店的病人对将要进行的检查感到焦虑。坦率地说，我看到人们不知所措。我认为我们有必要真正了解这个世界到底发生了什么。无论是在美国、欧洲还是日本，当我在门店里环顾四周时，都能看到几位散步后的老年人坐下来喝一杯热咖啡。这些人都在寻找一种连接，我们可以发挥作用。

财富CEO穆瑞澜：星巴克是人们会进去喝杯咖啡，坐下来聊天和互动的地方。但疫情的出现改变了人们的消费习惯，阻碍了互动。我们的目的变成了进去拿杯咖啡，然后尽快出去。今天早上，我去星巴克的时候，看到有大概15个人等着取自己的线上订单，但是在店里坐着喝咖啡的人并不多。我想知道你对疫情的看法，以及你如何重建这种人际关系？

星巴克CEO纳思瀚：首先，我们要做得更好，确保不会有15个人在门店里排队。疫情确实对消费者造成了很大影响，对星巴克也同样如此，我们还在努力解决这个问题。但即使你只是开车经过星巴克，或者在取线上订单时与咖啡师交谈的瞬间，都是在建立关联的时刻。有三分之二需要购买食物和饮品的人会独自去门店，他们想成为社区的一部分。有些人倾向使用线上的数字化方式，但数字化并不意味着你不能和人们产生关联，这就是对话的意义所在。我们甚至正在推进数字化，从而与人们建立更深刻的连接，我们会重新思考通过各种渠道构建连接的意义，并将其付诸实践。

财富CEO穆瑞澜：能否谈谈你的成长经历，如何影响你的领导方式？

星巴克CEO纳思瀚：我是在印度长大的，作为移民来到美国，带着两个手提箱和7700美元，还有一个亚洲人常用的高压锅，因为我的妈妈认为我会不适应这里的饮食。从宾夕法尼亚大学沃顿商学院毕业后，我开启了职业生涯。我到许多地方工作过，结婚30年已搬家25次。在这个过程中，我学到了很多关于领导力的知识。

我认为，人们对领导力抱有无尽的好奇心。我学到的东西越多，就会觉得自己知道的越少，所以不断学习非常重要，但也要学会如何忘记。这也意味着我要做很多冥想，让我确定要保留哪些知识，摒弃哪些知识，以免好奇心占据大脑太多内存。CXO UNION-CXO联盟（cxounion.cn）

作为三个孩子中唯一幸存的，我了解到人真的很重要。我非常喜欢与人建立关系，希望与别人接触，一起学习、共事。另外，我在世界上很多不同的地方生活过，也看到过不同的商业模式，无论是在危地马拉担任百事可乐拉美CEO，还是在日本、中国、欧洲，识别不同的商业模式是我的领导力中重要的组成部分。坚韧的个性也很重要。我经历过很多可怕的事情，但这对我来说是一种内心的胜利。

翻译：

Starbucks coffee has long been popular among the urban middle class. Starbucks has been in China for 24 years, and the coffee chain will continue to expand its presence in the country in the coming years. In March, Starbucks got a new CEO. How will he lead the well-known multinational company?

On October 12, 2023, at the Fortune Global 500 Summit held in Guangzhou, Fortune CEO Mullan and Starbucks CEO Nashan held a dialogue on the topic of “Leadership of multinational companies”.

The following is an edited transcript of the conversation:

Mullan: You’ve been CEO of Starbucks for six months. You did six months of immersive training before taking the job, tell us what that meant, how it felt, and why you did it.

Starbucks CEO: My idea was to really immerse myself in the business and understand the culture of the company and understand it from a partner’s perspective. I would spend time in Starbucks stores and learn how to be a professional barista. I have worked in stores across the United States, as well as in stores in Europe, Mexico, China and Japan. These experiences allowed me to understand the company’s partner culture from an employee’s perspective.CXO UNION-CXO联盟（cxounion.cn）

Mu Ruilan: A lot of people would say it’s crazy, right? Instead of studying books or checking finances somewhere, you work in a store. This is a different approach to leadership development. Can you explain why?

Starbucks CEO: The best way to feel a brand is with a partner. People might say you’re the CEO, why go to the front line? Someone even asked me why the training took six months. I said it’s a very Western question, if you’re from the East, why only 6 months? So I learned a lot from that experience.

I realized that there is a crisis of loneliness. We need a connection between people. I’ve seen a lot of customers come into the store, some of whom may not have talked to a lot of people, but they need that connection. I once worked in a hospital store when my mother was sick and hospitalized for a few weeks. Here I see parents excited about the arrival of a new baby and patients coming into the store anxious about the tests they will undergo. Frankly, I see people at a loss. I think we need to really understand what’s going on in the world. Whether in the United States, Europe or Japan, when I look around in a store, I can see several elderly people sitting down for a hot cup of coffee after a walk. These people are looking for a connection where we can make a difference.CXO UNION-CXO联盟（cxounion.cn）

Fortune CEO Mullan: Starbucks is a place where people go to have a cup of coffee, sit down and talk and interact. But the emergence of the pandemic has changed people’s consumption habits and hindered interaction. Our purpose became to go in, get a cup of coffee, and get out as quickly as possible. This morning, when I went to Starbucks, I saw about 15 people waiting to pick up their online orders, but not many people sitting in the store drinking coffee. I want to know what you think about the pandemic and how do you rebuild that relationship?

Starbucks CEO: First of all, we have to do a better job of making sure we don’t have 15 people in line in our stores. The outbreak has had a real impact on consumers, as well as Starbucks, and we are still working through it. But even the moment you’re just driving past a Starbucks or talking to a barista while picking up your online order is a moment of connection. Two-thirds of people who need to buy food and drink go to stores alone, and they want to be part of a community. Some people tend to go digital online, but being digital doesn’t mean you can’t relate to people, and that’s what conversation is all about. We’re even pushing digital to create deeper connections with people, rethinking what it means to build connections across channels and putting them into practice.

Mu Ruilan, CEO of Fortune: Can you talk about your upbringing and how it influenced your leadership style?

Starbucks CEO: I grew up in India and came to America as an immigrant with two suitcases and $7,700 and an Asian pressure cooker because my mom didn’t think I’d fit in. After graduating from the Wharton School at the University of Pennsylvania, I started my career. I’ve worked in many places and moved 25 times in 30 years of marriage. In the process, I learned a lot about leadership.

I think people are endlessly curious about leadership. The more I learn, the less I feel like I know, so it’s important to keep learning, but also learn how to forget. It also means doing a lot of meditation to determine what I want to keep and what I want to let go so that curiosity doesn’t occupy too much of my brain.CXO UNION-CXO联盟（cxounion.cn）

As the only survivor of three children, I learned that people really do matter. I really enjoy building relationships with people. I want to get in touch with them, learn and work together. In addition, I have lived in many different parts of the world and seen different business models, whether it is in Guatemala as CEO of PepsiCo Latin America, or in Japan, China, or Europe, recognizing different business models is an important part of my leadership. A tough personality is also important. I’ve been through a lot of terrible things, but this is an inner victory for me.

本文由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于财富FORTUNE；编辑/翻译：CXO UNIONCXO联盟小O。

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