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    PGA Tour names Brian Rolapp as CEO to succeed Commissioner Jay Monahan

    The PGA Tour named top NFL executive Brian Rolapp its next chief executive officer to succeed current Commissioner Jay Monahan.
    Monahan said he informed the board last year of his intention to step down in 2026 after a decade leading the organization.
    As the NFL’s Chief Media and Business Officer, Rolapp oversaw the league’s commercial, broadcast and digital rights.

    NFL chief media and business officer Brian Rolapp.
    Doug Murray | AP

    The PGA Tour on Tuesday named top NFL executive Brian Rolapp its next chief executive officer to succeed current Commissioner Jay Monahan.
    Monahan will begin to transition his day-to-day responsibilities to Rolapp and will step down at the end of 2026. Monahan said he informed the board last year of his intention to step down in 2026 after a decade leading the organization.

    “We’ve found exactly the right leader in Brian Rolapp, and I’m excited to support him as he transitions from the NFL into his new role leading the PGA TOUR,” Monahan said in a statement.
    In an open letter published on Tuesday, Rolapp talked about the respect he has for golf’s history and rich traditions but said there is still work to do and incredible opportunities ahead.
    Rolapp said after talking with players, board members and fans in recent months, he plans to focus on strengthening the Tour’s commercial partnerships.
    “Professional golf is evolving, as are the ways fans consume sports. My goal as CEO is to honor golf’s traditions but not be overly bound by them,” he said.
    Over the course of Monahan’s tenure as commissioner, he helped secure $1.5 billion in investment for the league, created equity opportunities for players and launched a Fan Forward initiative, according to a news release.

    Yet, those efforts were often overshadowed by a pending merger with Saudi-backed LIV Golf. The two announced their intention to merge in June 2023, but have yet to reach an agreement.
    Rolapp, who was considered a top successor candidate for NFL Commissioner Roger Goodell, brings decades of experience in forging high-profile media partnerships.
    As the NFL’s Chief Media and Business Officer, Rolapp oversaw the league’s commercial, broadcast and digital rights.
    The PGA Tour will be renewing its media rights agreements with key partners ahead of the current deal’s expiration in 2030.
    “Brian’s appointment is a win for players and fans,” said golf legend Tiger Woods in a statement. “He has a clear respect for the game and our players and brings a fresh perspective from his experience in the NFL.” More

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    JetBlue to cut more flights, other costs with break-even 2025 ‘unlikely’ due to weaker travel demand

    CEO Joanna Geraghty told staff that the carrier is looking at further reducing off-peak flying, and unprofitable routes as well as combining some leadership roles.
    She said some initiatives remain in place, like deliveries of new aircraft and a new domestic first-class cabin.
    The carrier has been looking for ways to increase revenue a year after a failed acquisition of Spirit Airlines, and last month it announced a new partnership with United Airlines.

    A JetBlue Airways Airbus A321-231 taxis at San Diego International Airport on March 4, 2025 in San Diego, California.
    Kevin Carter | Getty Images

    JetBlue Airways CEO Joanna Geraghty told staff that the carrier is implementing a host of new cost cuts as softer-than-expected travel demand is making break-even operating margins this year unlikely.
    “We’re hopeful demand and bookings will rebound, but even a recovery won’t fully offset the ground we’ve lost this year and our path back to profitability will take longer than we’d hoped. That means we’re still relying on borrowed cash to keep the airline running,” Geraghty said in a note to staff dated Monday, which was seen by CNBC.

    JetBlue didn’t immediately comment.
    The airline will further cut flights, pause retrofits and park some of its Airbus jets, the memo said. The carrier is also assessing the “size and scope of our leadership team and have identified ways to combine or restructure certain roles for greater efficiency at the leadership level,” the memo said.
    The carrier has been looking for ways to increase revenue a year after a failed acquisition of Spirit Airlines. Last month, it announced a new partnership with United Airlines.
    This is breaking news. Check back for updates. More

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    Yum! Brands names CFO Chris Turner as its next CEO

    Yum! Brands named Chief Financial and Franchise Officer Chris Turner as its next CEO, effective October 1.
    He will replace David Gibbs, who announced his retirement earlier this year.
    Turner joined the fast food company in 2019. Before that, he held senior roles at PepsiCo and spent over a decade at McKinsey.

    Yum Brands logo
    Dado Ruvic | Reuters

    Yum! Brands on Tuesday named Chief Financial and Franchise Officer Chris Turner as its next CEO, effective October 1.
    He will replace David Gibbs, who announced his retirement earlier this year. Gibbs has led Yum since 2020 and will stay on as an advisor through 2026.

    Turner joined the fast food company in 2019. Before that, he held senior roles at PepsiCo and spent over a decade at McKinsey.
    “I’m deeply honored to step into the role of CEO at Yum! Brands and incredibly grateful for the opportunity to lead this global company with such iconic brands,” Turner said in a statement. “I’m excited to build on all that we’ve accomplished together alongside our talented teams and in partnership with our franchisees around the world.”
    Under Gibbs, Yum expanded digital ordering and pushed value menus. Turner is expected to continue that strategy as consumer spending shifts.
    Yum operates KFC, Taco Bell, Pizza Hut and Habit Burger in over 150 countries.
    Shares of the company are up about 5% so far this year. More

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    Targeted cancer drugs may replace chemo for some patients — and drugmakers say they’re getting closer

    The pharmaceutical industry says a popular class of targeted cancer therapies could one day replace chemotherapy and its potential for harsh side effects.
    There is still more work to be done to refine antibody-drug conjugates, but some are already becoming the go-to treatment option for certain cancers.
    Companies such as AstraZeneca, Daiichi Sankyo, Pfizer, Merck and GSK are learning from previous setbacks in the ADC space to develop drugs that improve efficacy and reduce side effects.

    Antibody drug conjugates (ADCs) are targeted medicines that deliver chemotherapy agents to cancer cells 3d rendering
    Love Employee | Istock | Getty Images

    Chemotherapy has long been a cornerstone of cancer treatment, saving millions of lives.
    But the pharmaceutical industry says a popular class of targeted cancer therapies could one day replace chemotherapy and its potential for harsh side effects in some cases. Antibody-drug conjugates (ADCs) have taken major strides in recent years, as companies including AstraZeneca, Daiichi Sankyo, Pfizer and Merck are developing drugs in the space that could ease the trials of cancer treatment and make them big money in the process.

    Drugmakers have poured billions of dollars into developing ADCs. The medicines are designed to deliver potent chemotherapy directly to cancer cells while sparing surrounding healthy cells. That’s unlike traditional chemotherapy, which can affect both types of cells.
    But it will likely take years before ADCs can replace chemo more broadly, and some outside cancer experts say the pharmaceutical industry still has more work to do to refine the treatments.
    “I think we’ve had some successes in the space, but I think the early hopes that they would sweep away the need for chemotherapy have mostly been unfulfilled so far,” Dr. John Heymach, chair of thoracic/head and neck medical oncology at MD Anderson Cancer Center, told CNBC. “There’s clearly room for improvement.”
    Still, some companies say ADCs have shown the ability to replace chemotherapy in certain settings. Other drugmakers say they are inching closer to developing ADCs that can be used before chemo — or at the very least, learning from previous missteps.
    “We are leading the way towards establishing ADCs as a precision-based approach to replace classic chemotherapy,” David Fredrickson, executive vice president of AstraZeneca’s oncology business, told CNBC. 

    He was in part referring to AstraZeneca’s promising data shared at the 2025 American Society of Clinical Oncology annual meeting in Chicago, where several other companies also delivered positive results on existing and experimental ADCs – or even data that could lead to new standards in cancer care.

    The office building of biopharmaceutical company AstraZeneca in Shanghai on May 23, 2024.
    Nurphoto | Getty Images

    Since the first ADC hit the market in 2000, the field has made major progress. More than a dozen ADCs are now approved in the U.S., and some have become a preferred or commonly used treatment option for specific tumors. Hundreds more ADCs are in development. Large pharmaceutical companies have scooped up many of the approved and experimental ADCs in massive deals, such as Pfizer’s $43 billion acquisition of Seagen in 2023.
    A range of drugmakers want in on the hype, and for good reason. ADCs could account for $31 billion of the $375 billion worldwide cancer market in 2028, according to estimates from the drug market research firm Evaluate.
    ADCs still pose major challenges. Among them, some treatments can release the toxic chemotherapy “payload” into the bloodstream too soon, affecting healthy cells and causing a range of side effects. Some health experts say drugmakers also need to identify the right cancer-causing proteins to target and new payloads for these drugs.
    The pharmaceutical industry is working to overcome these issues by developing next-generation ADCs and combination regimens. Some ADCs, such as a newly approved therapy from AbbVie, target new proteins, while others use new so-called linker platforms that better control when and where the toxic payload is released.
    “It’s been hard. We haven’t optimized everything perfectly yet. But I think that the field is still growing fast, and it’s making improvements every year,” said Dr. Jeffrey Infante, global head of early clinical development, translational research and oncology at Johnson & Johnson, which has several experimental ADCs.

    Big progress in ADCs

    Most ADCs consist of three components: an antibody that targets a protein found in high amounts on the surface of cancer cells, a chemotherapy payload and a linker that connects them. The antibody guides the ADC to the cancer cell, and once inside, the linker releases the chemotherapy to kill the cancer from within.
    Newer ADCs leading the space, such as Enhertu from AstraZeneca and Daiichi Sankyo, improve on that design and are moving closer to becoming standard treatments for certain cancers.
    Enhertu delivers more chemotherapy per dose than older ADCs and uses a smart linker designed to release the drug only inside tumors. It can also kill nearby cancer cells with lower levels of HER-2, the protein it targets – a major milestone in oncology. 
    Enhertu is approved in the U.S. to treat certain breast, lung and gastric cancers, with 2024 sales from both companies topping $3.7 billion. New data presented at ASCO could expand Enhertu’s use and shift how breast cancer is treated for the first time in a decade. 
    Enhertu stalled the growth of a common type of breast cancer by over a year in a late-stage trial when used as an initial treatment, and compared to a standard regimen containing chemotherapy. The study combined Enhertu with a medicine called pertuzumab as a first option for patients with HER-2-positive metastatic breast cancer. AstraZeneca and Daiichi Sankyo are seeking approval for that use. 
    “We’re moving this drug earlier and earlier, and the magnitude of benefit gets bigger and bigger,” said Ken Keller, Daiichi Sankyo’s CEO and head of oncology business. “The hope is that we can move it into earlier-stage settings where curing is the goal.”
    Keller said the results and previous Enhertu data show “you can replace and knock the chemotherapy out.” The companies also plan to release data on a subset of patients in the study who took Enhertu alone.
    MD Anderson’s Heymach said the data “is the type of clear, major advance that we’d like to see more often, where this ADC could become the first option for patients.”

    The Pfizer logo is seen at the company’s world headquarters in New York on April 28, 2014.
    Andrew Kelly | Reuters

    Other ADCs are advancing, too.
    Pfizer’s Adcetris, which it acquired from Seagen, is approved as an initial treatment with chemotherapy for certain lymphomas. It raked in almost $1.1 billion in sales in 2024.
    Padcev from Pfizer and Astellas Pharma is approved with Merck’s Keytruda as a first-line bladder cancer therapy, and booked $1.69 billion in sales last year. Keytruda is a blockbuster immune checkpoint inhibitor that blocks a protein called PD-1, helping immune cells more effectively recognize and kill cancer cells. 
    Gilead’s Trodelvy, an ADC that took in $1.3 billion in revenue in 2024, also turned heads at ASCO. 
    As a first-line treatment, Trodelvy combined with Keytruda lowered the risk of disease progression by 35% in patients with an aggressive type of breast cancer in a late-stage trial. The study examined patients with advanced triple-negative breast cancer whose tumors express PD-L1.
    “What these studies demonstrate is that if you replace the chemotherapy with the antibody drug conjugate, then you do get improved efficacy and improved safety,” said Dr. Dietmar Berger, Gilead’s chief medical officer. 
    Berger said there are early signs that the combination may also help patients live longer, but the data is still new. Gilead is also studying Trodelvy as a first-line treatment in another type of breast cancer and non-small cell lung cancer. 

    Hurdles toward developing the drugs

    The ASCO data was a win for Gilead after recent setbacks for Trodelvy. 
    In October, Gilead pulled Trodelvy from the bladder cancer market in the U.S. after disappointing results in a trial meant to confirm its benefit. In January 2024, Trodelvy failed a phase three trial in non-small cell lung cancer. 
    Berger said that’s one challenge of developing ADCs: effectiveness can vary by cancer type, so some patients may benefit from a drug more than others. 
    “You need to learn from the different studies and see the exact populations that might benefit,” Berger said, adding that developing across cancers isn’t “linear.”

    Gilead Sciences office is seen in Oceanside, California, on April 29, 2020.
    Mike Blake | Reuters

    British drugmaker GSK is learning from its missteps, too. The company pulled its blood cancer ADC, Blenrep, from markets worldwide in 2022 after it failed a study meant to verify its benefit.
    But Blenrep is now reapproved in the U.K., with a U.S. decision due on July 23. 
    GSK’s Chief Commercial Officer Luke Miels said the company had to “go back to the drawing board” to revive Blenrep, which involved building a team with deeper ADC expertise and reevaluating dosing.
    Blenrep, when combined with other therapies, has since succeeded in two key studies in previously treated blood cancer patients. Under its original approval, it was used on its own. GSK also presented data at ASCO showing Blenrep’s main side effect – blurred vision in about 1 in 3 patients – is reversible and manageable with lower or spaced-out dosing. 
    The company expects up to £3 billion ($3.97 billion) in peak annual Blenrep sales. It is also studying the drug as a first-line treatment, which could add to that revenue forecast, Miels said.
    Meanwhile, Merck and Daiichi Sankyo face a new hurdle for a drug they are developing.
    In May, they withdrew their U.S. application for an ADC targeting HER-3 after it failed to extend overall survival in a late-stage lung cancer trial.
    They scrapped the application even though the ADC met the study’s main goal last year: delaying tumor progression compared to chemotherapy in patients previously treated for a certain non-small cell lung cancer.
    The drug is one of three ADCs that Merck is co-developing with Daiichi Sankyo as it prepares for Keytruda’s upcoming patent expiration. 
    Marjorie Green, Merck’s head of oncology global clinical development, said the companies are learning from “what worked and what didn’t” and still fully investing in refining the drug, with plans to test it in late-stage breast cancer trials.

    Drugmakers try to innovate ADCs

    Other companies are trying to make waves in the ADC space with new approaches to the drugs.
    AbbVie, for example, is successfully developing ADCs with new cancer-causing protein targets. The company in May scored U.S. approval for the first-ever ADC targeting a protein called c-Met, which can be found in high levels in non-small cell lung cancer and is associated with a low likelihood of recovery or improvement. 

    A sign stands outside an Abbvie facility in Cambridge, Massachusetts.
    Brian Snyder | Reuters

    But the company also released several trial results on a next-generation product that could become a best-in-class c-Met ADC, said Pedro Valencia, the company’s vice president of solid tumor pipeline strategy and execution. He called it the result of years of fine-tuning the company’s ADC platform to “get to that sweet spot.”
    AbbVie also released data on its ADC targeting SEZ6, a unique protein that is overexpressed in neuroendocrine tumors such as small-cell lung cancer, but not in normal healthy tissue, Valencia said. That ADC has demonstrated response rates that are two to three times more than chemotherapy in those tumors, he said.
    Meanwhile, Bristol Myers Squibb is developing a bispecific ADC, said the company’s Chief Medical Officer Samit Hirawat. Those are designed to target two different proteins, or parts of a protein, on cancer cells to make the drug more precise and effective. 
    Through a partnership with Chinese company SystImmune, Bristol Myers Squibb is developing a drug that hits EGFR and HER-3, both common in multiple cancers. 
    Hirawat said the drug carries more chemotherapy per dose than older ADCs and uses a linker that appears to help avoid a common side effect of rival treatments called interstitial lung disease, a group of conditions that cause lung scarring. A phase three trial is underway in triple-negative breast cancer, with more late-stage studies planned.
    Hirawat said the company is also exploring non-chemotherapy payloads to improve efficacy and safety. That includes protein degraders, which eliminate cancer-causing proteins instead of blocking them.
    Eli Lilly is also developing ADCs with non-chemotherapy payloads, said Jake Van Naarden, president of Lilly Oncology. He said new types of payloads could help patients who relapse on existing ADCs, shrinking their “newly growing cancers” again in “a durable way.”
    Dr. Jennifer Suga, co-chair of Kaiser Permanente’s National Lung Cancer Program, said developing alternative payloads will be crucial, as cancer cells may become “resistant” to those used in current ADCs.
    Eli Lilly is also using linker technology from Mablink, acquired in 2023, to help its ADCs stay in the body longer and reach tumors more effectively. 

    The Lilly Biotechnology Center in San Diego, California, on March 1, 2023.
    Mike Blake | Reuters

    At ASCO, Eli Lilly released the first human data on an ADC that uses that linker and targets folate receptor alpha, a protein commonly found in ovarian cancer. AbbVie’s approved ADC, Elahere, already targets that protein. 
    But Eli Lilly hopes its drug can have fewer side effects, Van Naarden said. In the early trial, the company did not observe any eye-related effects linked to other ADCs. 
    “Fast forward a couple years, based on what we’re seeing in our laboratories, I think you’ll see a ton more diversity and a ton more innovation that utilizes what the field has learned,” said David Hyman, Eli Lilly’s chief medical officer.
    J&J hopes to stand out by focusing on prostate cancer, where it has deep expertise.
    The lead ADC J&J acquired from the Ambrx targets PSMA, a protein common in prostate tumors. There are currently no approved ADCs with that target. Infante said that ADC has a “very stable” linker platform and can be paired with an existing diagnostic test, allowing the company to easily identify eligible patients for the drug. 

    Combinations are key

    Chemotherapy likely won’t disappear entirely and could still offer “major benefits” as a later treatment option in some cases, according to MD Anderson’s Heymach. But he and drugmakers expect more ADCs will be used to treat solid tumors – cancers that form as masses in organs like the lungs, breasts or ovaries – before chemotherapy over the next decade. 
    Heymach said “more effective combinations” of ADCs and other drugs could help establish more ADCs as go-to treatment options across a wider range of cancers.
    Pfizer believes immune checkpoint inhibitors such as Keytruda are a particularly promising match for its ADCs, said the company’s Chief Scientific Officer Chris Boshoff. 
    Pfizer’s ADCs, built on its vedotin platform, do more than just kill tumor cells. Boshoff said they also trigger immunogenic cell death – a process that sends distress signals to alert the immune system and train it to recognize and attack similar cancer cells.
    That sets the stage for checkpoint inhibitors to do their job even more effectively, which is to release the “brakes” on the body’s immune system and help it mount a stronger attack on cancer. Together, they create a one-two punch: ADCs kill the cancer and sound the alarm, while checkpoint inhibitors enable the immune system to fully attack. 
    “When we combine them, we see increased response rates, increased progression-free survival, and in the cases where we have tested, an increase in overall survival,” Boshoff said, referring to measures of cancer treatment effectiveness. 
    At ASCO, Pfizer shared early but encouraging data on two vedotin-based ADCs in combination with Keytruda. That includes one targeting a protein commonly found in lung cancers called integrin B6, and another targeting PD-L1. Boshoff said the results support starting late-stage trials this year on those combinations in certain cancers. 
    Pfizer is also betting on a combination ADC approach with a drug it gained the rights for through a licensing agreement with Chinese company 3SBio: a bispecific antibody drug targeting PD-L1 and VEGF.
    BioNTech is banking on a similar combination approach with its bispecific antibody drug that targets those same two proteins. Bristol Myers Squibb in June said it will pay $1.5 billion in upfront fees to co-develop that product. 

    The logo of BioNTech is pictured at Biontech’s research laboratory for individualised vaccines against cancer in Mainz, Germany, July 27, 2023.
    Wolfgang Rattay | Reuters

    BioNTech in April released the first early data to back that combination approach, but will also have to prove each of its four ADCs as solo treatments in trials, said Chief Commercial Officer Annemarie Hanekamp. 
    She said BioNTech believes ADCs could take the place of traditional chemotherapy. But the company also hopes its bispecific antibody drug could serve as an improved version of immunotherapies that only target PD-1, such as Keytruda and Bristol Myers Squibb’s Opdivo. 
    “We can then combine these two powers together and that’s truly exciting,” Hanekamp said, noting that BioNTech has multiple trials on the combination approach ongoing.
    At J&J, Infante said the company plans to be the first to test an ADC in combination with one of its T-cell engagers – a type of immunotherapy that directs immune cells to recognize and kill cancer cells. The company is preparing to start enrolling patients in trials on that combination regimen, he said. More

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    Kraft Heinz to remove artificial dyes from U.S. products by end of 2027

    Kraft Heinz said Tuesday that it will remove FD&C artificial dyes from its products by the end of 2027, and will not launch any new products in the U.S. containing those ingredients.
    Affected Kraft Heinz brands include Crystal Light, Kool-Aid, MiO, Jell-O and Jet-Puffed, according to a Kraft Heinz spokesperson.
    The decision follows pressure from the U.S. Food and Drug Administration for the food industry to pull back on artificial dyes.

    Cases of Kool-Aid Jammers are stacked at a Costco Wholesale store on April 27, 2025 in San Diego, California.
    Kevin Carter | Getty Images

    Kraft Heinz said Tuesday that it will remove FD&C artificial dyes from its products by the end of 2027, and will not launch any new products in the U.S. containing those ingredients.
    The company said in a release that about 10% of its U.S. items use FD&C colors, the synthetic additives that make many foods more visually appealing. Kraft Heinz brands that sell products with these dyes include Crystal Light, Kool-Aid, MiO, Jell-O and Jet-Puffed, according to a Kraft Heinz spokesperson.

    The company removed artificial colors, preservatives and flavors from its Kraft macaroni and cheese in 2016 and its Heinz ketchup has never used artificial dyes, according to Pedro Navio, North America president at Kraft Heinz. It is unclear how removing the dyes will affect the company’s business, as consumers could perceive the products as healthier but also may be less drawn to duller colors.
    The decision follows pressure from the U.S. Food and Drug Administration and Department of Health and Human Services, led by Secretary Robert F. Kennedy Jr., for the food industry to pull back on artificial dyes as part of a larger so-called Make America Healthy Again platform.
    The FDA in April announced a plan to phase out the use of petroleum-based synthetic dyes by the end of next year and replace them with natural alternatives. Besides the previously banned Red No. 3, other dyes that will be eliminated include red dye 40, yellow dye 5, yellow dye 6, blue dye 1, blue dye 2 and green dye 2, FDA Commissioner Marty Makary said at the time.
    Kennedy said at the time that the FDA and the food industry have “an understanding,” not a formal agreement, to remove artificial dyes. The Health and Human Services secretary discussed removing artificial food dyes during a meeting in March with top food executives from companies including Kraft Heinz, PepsiCo North America, General Mills, WK Kellogg, Tyson Foods, J.M. Smucker and the Consumer Brands Association, the industry’s top trade group.
    A spokesperson for Kraft Heinz said on Tuesday that the company looks forward to partnering with the administration “to provide quality, affordable, and wholesome food for all.”

    Momentum against food dyes had been building for years. In January, before President Donald Trump and Kennedy took office, the FDA announced a ban on the use of Red No. 3 dye in food and ingested drugs. The dye gives many candies and cereals their bright red color, but is also known to cause cancer in laboratory animals. The FDA allowed Red No. 3 to be used by food manufacturers for years, though the state of California had already banned the dye in 2023.
    Kraft Heinz said in the release Tuesday that it has made more than 1,000 recipe changes over the past five years to improve product nutrition.
    “The vast majority of our products use natural or no colors, and we’ve been on a journey to reduce our use of FD&C colors across the remainder of our portfolio,” Navio said. “Above all, we are focused on providing nutritious, affordable and great-tasting food for Americans and this is a privilege we don’t take lightly.”

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    What employees think of their companies’ values

    June 16th 2025 <!–> ]–> <!–> –>Bosses love to talk about company culture. Yet the concept is fuzzy. The Economist has partnered with CultureX, a research and AI firm, to measure corporate culture across 900 firms in 19 industries. CultureX’s data show that, while companies are often described as having a “good” or a “bad” […] More

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    How to build the right corporate culture

    Every company has a culture, whether it wants one or not. But too few firms think deeply about what they want their culture to be, or about how to embed it. As the latest episode of our Boss Class podcast discovers, it’s not enough to recite a few abstract nouns. No one has ever become more transparent or collaborative because they see those words in the lobby. More

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    Starbucks moves to the next phase in its turnaround: Winning over employees

    Starbucks CEO Brian Niccol pitched his turnaround strategy to store managers at the company’s Leadership Experience in Las Vegas.
    Store managers applauded coming changes, like more seating inside cafes and full-time assistant managers.
    Niccol’s “back to Starbucks” strategy centers on the idea that the company’s culture has faltered in recent years, and winning over employees as well as investors is critical as it faces staffing concerns and a union push.

    Customers order at a Starbucks in Manhattan Beach, California, on July 19, 2024.
    Jakub Porzycki | Nurphoto | Getty Images

    As Starbucks aims to bring back customers and assuage investors with its turnaround strategy, it is also winning over its store managers with promises to add more seating inside cafes and promote internally.
    Since CEO Brian Niccol’s first week at the company, he’s been pledging to bring the company “back to Starbucks” to lift sluggish sales. That goal was in full view at the company’s Leadership Experience, a three-day event in Las Vegas for more than 14,000 store leaders this week.

    Starbucks unveiled a new coffee called the 1971 Roast, a callback to the year that its first location opened at Pike Place in Seattle. The finalists at Starbucks’ first-ever Global Barista Championships referred to “back to Starbucks” as they prepared drinks for judges. Even the wifi password was “backtostarbucks!”.
    To investors, Niccol has already presented a multi-part strategy that involves retooling the company’s marketing strategy, improving staffing in cafes, fixing the chain’s mobile app issues and making its locations cozier. The company also laid off roughly 1,100 corporate workers earlier this year, saying it aimed to operate more efficiently and reduce redundancies.
    Starbucks shares have climbed nearly 20% since April, and are trading just shy of where they were after a nearly 25% spike the day Niccol was announced as CEO.
    While Starbucks has taken major steps to win back customers and Wall Street, it’s also trying to regain faith among its employees. Staffers have had concerns about hours and workloads for years, sparking a broad union push across the U.S.
    To excite the chain’s store managers, Starbucks executives’ pitch this week focused on giving them more control. Before launching new drinks, like a protein-packed cold foam, the company is first testing them in five stores to gain feedback from baristas.

    When the chain increases its staffing this summer, managers will have more input on how many baristas they need. And next year, most North American stores will add an assistant manager to their rosters.
    “You are the leaders of Starbucks. Your focus on the customer is critical. Your leadership is critical. And as you return to your coffeehouses, please remember: coffee, community, opportunity, all the good that follows,” Niccol said on Tuesday.
    A culture shift

    Brian Niccols, CEO of Starbucks, speaking with CNBC on Oct. 31st, 2024. 

    Niccol’s “back to Starbucks” strategy centers on the idea that the company’s culture has faltered. Its Leadership Experience, typically held every couple of years, was the first since 2019 — three CEOs ago.
    “We are a business of connection and humanity,” Niccol said on Tuesday afternoon, addressing a crowd of more than 14,000 managers. “Great people make great things happen.”
    As more customers order their lattes via the company’s app, its cafes have lost their identity as a “third place” for people to hang out and sip their drinks.
    To return to Starbucks’ prior culture, the company is unwinding previous decisions – like removing seats from its cafes. In recent years, the chain has removed 30,000 seats from its locations. Those renovations have irritated both customers and employees; the manager of Niccol’s local Starbucks in Newport Beach, California, even asked him to remove her store from its renovation list because she wanted to keep the seating, according to Niccol.
    “We’re going to put those seats back in,” Niccol said, bringing a big wave of applause from the audience.
    He earned more applause from the audience when discussing the chain’s plans to promote internally as it eventually adds 10,000 more locations in the U.S.
    Although historically roughly 60% of Starbucks store managers have been internal promotions, the company wants to raise that to 90% for its retail leadership roles. Thousands of new cafes means 1,000 more district managers, 100 regional directors and 14 regional vice presidents for the company – and more upward career mobility for its store leaders.
    Staffing more broadly has been a concern for Starbucks and its employees, fueling a wave of union elections across hundreds its stores. Past management teams have cut down on the labor allotted to stores, helping profit margins at the cost of burning out baristas and slowing service.
    Under Niccol, Starbucks is changing the trend. The company is accelerating plans to roll out its new Green Apron labor model by the end of the summer, because tests have shown that it improves service times and boosts traffic. As part of the model, managers will have more input on how much labor their store needs.
    And Chief Partner Officer Sara Kelly received a standing ovation from the crowd for her announcement that most North American locations will receive a full-time, dedicated assistant store manager next year.
    “For much of the time, your store is operating without you there, and you share that even when you’re not in the store, you’re not able to fully disconnect, and it can feel like the weight of everything is on your shoulders … It affects everything, the partner experience, the customer experience, the performance of your store,” Kelly said, addressing the store managers in the audience.
    Schultz’s stamp of approval
    Underscoring the challenges Niccol faces in recapturing the company’s brand, the two speakers who scored the most applause from store managers are no longer actively involved in the company.
    Former chairwoman Mellody Hobson scored standing ovations during both her entry and exit onto the arena’s stage. Hobson, wiping tears from her eyes, thanked the Starbucks employees whom she said always made her feel welcome in their stores.
    She stepped down from her position earlier this year, ending a roughly two-decade tenure that culminated with her becoming the first African American woman to become the independent chair of a Fortune 500 company. Hobson also serves as co-CEO of Ariel Investments.
    Hobson ceded her position as chair of the board to Niccol when he joined the company in September. Niccol credited her with poaching him from Chipotle as Starbucks sought to find a leader who could turn around its flailing business.
    “A quick conversation [with Hobson] turned into something really special for me,” Niccol said.
    And Hobson’s longtime friend Howard Schultz also earned standing ovations from store managers.

    Former Starbucks CEO Howard Schultz drinks from a Starbucks mug while testifying before a Senate Health, Education, Labor, and Pensions Committee hearing to answer questions about the company’s compliance with labor law on Capitol Hill in Washington., U.S., March 29, 2023. 
    Julia Nikhinson | Reuters

    Schultz, the three-time CEO who grew Starbucks from a small chain into a coffee powerhouse, made a surprise appearance at the Leadership Experience on Wednesday morning. It marked the first time that he’s appeared with Niccol publicly since the board tossed out his handpicked successor, Laxman Narasimhan, and selected the then-Chipotle CEO to take the reins.
    Starbucks has long been plagued by questions about its succession, given Schultz’s former willingness to return to the helm of the company. But since Niccol’s appointment, industry analysts have thought that he might finally be the CEO who manages to escape Schultz’s lingering influence over the coffee giant.
    The ghost of Schultz lingered earlier in the event. Niccol shared a story about being inspired hearing Schultz speak at Yum Brands, Niccol’s then-employer, back in 2008. The 71-year-old chairman emeritus also appeared in video form on Tuesday afternoon to thank Hobson for her service to the company.
    During his conversation with Niccol on Wednesday, Schultz co-signed his plan to get “back to Starbucks,” saying that he did a cartwheel in his living room the first time that he heard about it.
    He also asked managers to bring that energy back to their own Starbucks locations.
    “Be true to the coffee, be true to your partners,” Schultz told the audience. “And I know we’re going to come out of here … like a tidal wave and surprise and delight the world and prove all those cynics wrong again, just as we did in 1987.” More